Integrating the German and US perspective on organizational practices for later-life work: The Later Life Work Index
Publikation: Beiträge in Sammelwerken › Aufsätze in Sammelwerken › Forschung › begutachtet
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Integrating the German and US perspective on organizational practices for later-life work: The Later Life Work Index. / Wilckens, Max Reinhard; Wöhrmann, Anne Marit; Adams, Caitlin et al.
Current and emerging trends in aging and work. Hrsg. / Sara J. Czaja; Joseph Sharit; Jacquelyn B. James. 1. Aufl. Cham : Springer Nature AG, 2020. S. 59-79.Publikation: Beiträge in Sammelwerken › Aufsätze in Sammelwerken › Forschung › begutachtet
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TY - CHAP
T1 - Integrating the German and US perspective on organizational practices for later-life work: The Later Life Work Index
AU - Wilckens, Max Reinhard
AU - Wöhrmann, Anne Marit
AU - Adams, Caitlin
AU - Deller, Jürgen
AU - Finkelstein, Ruth
N1 - copyright 2020, ersch. 2019.
PY - 2020
Y1 - 2020
N2 - Later life work is on the rise in most developed countries and organizational practices are important for its successful implementation. However, an integrated holistic perspective on successful management practices is still missing. Drawing on two qualitative frameworks of organizational practices for later life work, this chapter examines similarities and differences between management of older employees in the U.S. and Germany. Based on evidence from the Age Smart Employer Award in New York City and the Silver Work Index (SWI) in Germany an integrated, inter-cultural framework for organizational later life work practices is proposed. The comparison reflects the differences in the countries’ social systems and legislation. While Germany’s rigid social security system requires emphasis on more individualized and flexible transition solutions into retirement, U.S. practices emphasize the importance of retirement savings and health coverage. Findings suggest a revised integrated set of practices regarding organizational culture, leadership, and several specific human resource (HR) management domains including work design, health management, individual development, and transition to retirement. This integration thereby contributes to the development of a well-founded index for good organizational management of later life work. In line with the original intention of the SWI the revised index, once operationalized, aims to enable organizations to self-assess their capabilities regarding successful employment of older employees, to identify areas for improvement, and to serve as a source for best-practices.
AB - Later life work is on the rise in most developed countries and organizational practices are important for its successful implementation. However, an integrated holistic perspective on successful management practices is still missing. Drawing on two qualitative frameworks of organizational practices for later life work, this chapter examines similarities and differences between management of older employees in the U.S. and Germany. Based on evidence from the Age Smart Employer Award in New York City and the Silver Work Index (SWI) in Germany an integrated, inter-cultural framework for organizational later life work practices is proposed. The comparison reflects the differences in the countries’ social systems and legislation. While Germany’s rigid social security system requires emphasis on more individualized and flexible transition solutions into retirement, U.S. practices emphasize the importance of retirement savings and health coverage. Findings suggest a revised integrated set of practices regarding organizational culture, leadership, and several specific human resource (HR) management domains including work design, health management, individual development, and transition to retirement. This integration thereby contributes to the development of a well-founded index for good organizational management of later life work. In line with the original intention of the SWI the revised index, once operationalized, aims to enable organizations to self-assess their capabilities regarding successful employment of older employees, to identify areas for improvement, and to serve as a source for best-practices.
KW - Business psychology
KW - later life work
KW - bridge employment
KW - index
KW - older employees
KW - retirement
KW - active ageing
KW - work design
KW - work conditions
KW - Organization
KW - Inclusion
KW - Diversity
KW - later life work
KW - Bridge Employment
KW - index
KW - older employees
KW - Retirement
KW - Active Ageing
KW - Work design
KW - work conditions
KW - Organization
KW - Diversity
KW - Inclusion
KW - Management studies
KW - later life work
KW - Bridge Employment
KW - index
KW - older employees
KW - retirement
KW - active ageing
KW - work design
KW - work conditions
KW - Organization
KW - Inclusion
KW - Diversity
KW - Later Life Work
KW - Bridge Employment
KW - index
KW - older employees
KW - Retirement
KW - active ageing
KW - Work design
KW - work conditions
KW - Organization
KW - Diversity
KW - Inclusion
U2 - 10.1007/978-3-030-24135-3_4
DO - 10.1007/978-3-030-24135-3_4
M3 - Contributions to collected editions/anthologies
SN - 978-3-030-24134-6
SP - 59
EP - 79
BT - Current and emerging trends in aging and work
A2 - Czaja, Sara J.
A2 - Sharit, Joseph
A2 - James, Jacquelyn B.
PB - Springer Nature AG
CY - Cham
ER -