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dc.contributor.authorMarques, Tatiana
dc.contributor.authorRamos, Sara
dc.contributor.authorPatient, David
dc.contributor.authorBobocel, Ramona
dc.date.accessioned2023-05-05T12:42:55Z
dc.date.available2023-05-05T12:42:55Z
dc.date.issued2023en_US
dc.identifier.doihttps://doi.org/10.1093/workar/waad016
dc.identifier.urihttp://hdl.handle.net/20.500.12127/7241
dc.description.abstractWith the aging of the global workforce, it is crucial to deepen our understanding of how to keep older workers healthy, motivated, and productive. In this research, we integrate job design with socioemotional selectivity theory to propose that social job characteristics relate to employee performance differently for older and younger workers. Specifically, in a three-wave survey (N=454), we tested employee age as a moderator of the relationships between receiving social support and feedback at work, and performance, as well as giving social support and feedback at work, and performance. The results showed that, in general, both receiving and giving social support and feedback are associated more strongly with the performance of older than younger workers. The findings provide important theoretical implications for the study of aging and work; they also offer practical applications for creating workplaces in which older workers can reap the benefits of social relationships to remain productive.
dc.language.isoenen_US
dc.subjectAging Workforce
dc.subjectJob Design
dc.subjectSocial Support
dc.subjectPerformance
dc.titleHarnessing the potential of older workers through relationships at work: Social support, feedback, and performanceen_US
atmire.accessrights
dc.identifier.journalWork, Aging and Retirementen_US
dc.contributor.departmentCatólica Lisbon Research Unit in Business and Economics (CUBE)en_US
vlerick.knowledgedomainPeople Management & Leadershipen_US
vlerick.typearticleJournal article with impact factoren_US
vlerick.vlerickdepartmentPOen_US
dc.identifier.vperid276185en_US


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