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Are the Quality of Organizational Changes Associated with Expected Retirement‑Age Among Senior Employees?
Conclusion from study: More than half of the employees had experienced organizational changes within the past 2 years, and for many participants, this had led to considerations of earlier retirement. The analyses showed a lower expected retirement age when the changes had been moderately or poorly implemented compared to well implemented changes or no changes. Thus, the results support our hypotheses: that experiences of reorganization and round of layoffs were associated with earlier expected retirement age among senior employees, and that the quality of implementation modified the association with earlier expected retirement age.
Barriers and opportunities for prolonging working life across different occupational groups: The SeniorWorkingLife study
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Barriers and Willingness to Accept Re-Employment among Unemployed Senior Workers
Conclusions: In conclusion, older age was a general barrier to re-employment. Health was a more pronounced barrier for seniors with physically demanding work. Seniors with mainly seated work were more likely to accept lower salaries and work-time reduction. Gender differences existed in relation to work-time reduction, where women were more likely to accept work-time reduction compared to men. Thus, different barriers and willingness to accept re-employment exist among currently unemployed seniors across occupational groups.
Factors Contributing to Retirement Decisions in Denmark: Comparing Employees Who Expect to Retire before, at, and after the State Pension Age
Conclusions: All in all, the results indicate that the factors, that appear to be most salient when making the decision to retire, overall are similar for employees expecting to retire before, at, and after the state pension age, namely, leisure time, capability to do the job, health, and economy.
Is hard physical work in the early working life associated with back pain later in life? A cross- sectional study among 5700 older workers
CONCLUSIONS: Workers with high physical work demands during early life experience higher intensity of LBP later in life in an exposure–response manner. This finding was observed among currently employed sedentary workers aged ≥50 years, which indicates that early work exposure may matter for musculoskeletal health in later working years. This underscores the importance of careful introduction and instruction to the labour market for retaining musculoskeletal health and prolonging working life.
Is low-back pain a limiting factor for senior workers with high physical work demands?
Conclusions: Senior workers with a combination of physically demanding work and LBP are more affected by their pain during everyday work tasks compared to workers with similar LBP-intensity in sedentary occupations. Accommodation of work demands seems especially relevant for this group of workers.
Joint association of physical work demands and leg pain intensity for work limitations due to pain in senior workers
Conclusions: The combination of high physical work demands and high leg pain intensity are associated with limited ability to perform work among senior workers. These findings highlight the importance of prioritizing the physical work environment in physically demanding occupations, particularly among senior workers, for prolonging working life. Thus, adjusting the work demands, e.g. through use of assistive devices, and lowering the pain, e.g. through physical rehabilitation, may be necessary to sustain work ability to a high age in this group of workers.
Managing an ageing workforce: workplace retention practices and early labour market exit
Conclusions: Leveraging linked employer–employee data, this study examines the impact of workplace retention practices on an early labour market exit for employees aged fifty-five to sixty-four in Denmark. The findings reveal that, for those eligible for early retirement, work environment adaptation, re-employment of retired employees, and positive views of older employees’ productivity significantly contribute to avoiding early retirement.
However, these workplace retention practices do not influence unemployment, emphasizing their effectiveness in postponing early retirement rather than mitigating job loss. Moreover, the analysis shows that employees with managerial roles and high skill levels benefit more from workplace retention practices in terms of avoiding both early retirement and unemployment. This finding highlights the employer’s key role in shaping inequalities in an ageing workforce by selectively providing opportunities to extend working lives.
Strong Labour Market Inequality of Opportunities at the Workplace for Supporting a Long and Healthy Work-Life: The SeniorWorkingLife Study
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To what extent are ageist attitudes among employers translated into disciminatory practices
What Do the Managers Think of Us? The Older-Worker-Perspective of Managers’ Attitudes
Conclusion: The results show an overall tendency that a larger proportion of the respondents believed their managers to have more positive than negative perceptions of older workers. Nevertheless, although direct negative attitudes were quite rare, it was still the minority who indicated that their managers had the positive perceptions of older workers.
Work limitations due to neck-shoulder pain and physical work demands in older workers
Conclusion: Higher neck-shoulder pain intensity and higher physical work demands—and particularly in combination—were associated with higher odds of work limitation due to pain among older workers. Thus, it seems especially important to accommodate work demands through a better work environment for these groups of workers.
Workplace Social Capital in the Development and Implementation of a Senior Policy
Conclusions: The results of this qualitative case study suggest that the success of a senior policy implemented at the workplace level may depend on whether employees experience procedural, distributional, and interpersonal justice in the policy, and whether they feel trust in the relationship with the management.
Simultaneously, a senior policy and its implementation may, to a greater or lesser extent, contribute to the experience of trust and justice in the company, between management and employees and mutually among employees. Trust and justice may particularly benefit by transparency in clear connection between intentions, practices, and award criteria around the implementation. Furthermore, commitment from all levels and departments in the organization can be assumed to contribute to the collaboration around implementation, and thereby increase the chances of the senior policy being successful.
