Maja Rožman, Polona Tominc
Faculty of Economics and Business, University of Maribor, Maribor, Slovenia
DOI: https://doi.org/10.31410/EMAN.2019.483
3rd International Scientific Conference – EMAN 2019 – Economics and Management: How to Cope With Disrupted Times, Ljubljana – Slovenia, March 28, 2019, CONFERENCE PROCEEDINGS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School – Maribor, Slovenia; Integrated Business Faculty – Skopje, Macedonia; Faculty of Management – Zajecar, Serbia, ISBN 978-86-80194-17-2, ISSN 2683-4510
Povzetek: V okviru demografskih sprememb in aktivnega staranja na delovnem mestu, upravljanje starejših postaja vedno pomembnejše področje managementa človeških virov, Staranje delovne sile je ključnega pomena za prihodnjo gospodarsko rast, konkurenčnost in uspešnost, kar pa bo vse bolj odvisno od tega, kako učinkovito lahko delodajalci znali izkoristiti prednosti starejših zaposlenih. Upravljanje starejših zaposlenih
je razvijajoča se veja na področju managementa človeških virov in bo v prihodnosti ponudila številne rešitve in koncepte, kako reševati problematiko starejših zaposlenih v podjetjih. Raznolikost delovne sile se danes šteje kot pomemben dejavnik uspešnosti podjetij. Zato je treba starostno raznolikost v podjetjih priznati in jo ceniti, hkrati pa se moramo zavedati, da je treba ustvariti primerno okolje za spoštovanje raznolikosti delovne sile. Starostna raznolikost zaposlenih mora postati del splošne strategije podjetja za enakost in raznolikost. Glavni cilj prispevka je ugotoviti vpliv ohranjanja delovne sposobnosti starejših zaposlenih na njihovo delovno zavzetost v srednje velikih in velikih slovenskih podjetjih. V podjetjih, ki so bila vključena v raziskavo, smo anketirali delodajalce in starejše zaposlene. V vzorec so bila vključena podjetja, pri čemer smo se omejili na srednje velika in velika podjetja v Sloveniji glede na določila
Zakona o gospodarskih družbah. Za oblikovanje končnega vzorca podjetij smo uporabili enostavno slučajno vzorčenje. Na osnovi naključnega izbora smo v končni vzorec vključili 1.000 podjetij, od katerih se je odzvalo 472 podjetij in 1.086 starejših zaposlenih.
Ugotovili smo, da obstaja statistično značilen pozitiven vpliv ohranjanja delovne sposobnosti starejših zaposlenih na njihovo delovno zavzetost v srednje velikih in velikih podjetij v Sloveniji. Z oblikovanjem ustreznega delovnega okolja za starejše zaposlene, lahko podjetja dosežejo znaten dvig delovne zavzetosti starejših ter prispevajo k izboljšanju upravljanja starejših zaposlenih.
Ključne besede:
Starejši zaposleni, ohranjanja delovne sposobnosti starejših zaposlenih, delovna zavzetost
VIRI
[1] Ariani, D. (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behavior. International Journal of Business Administration, 4 (2), str. 46-56.
[2] Armstrong-Stassen, M., Templer, A. (2005). Adapting training for older employees: The Canadian response to an aging workforce. Journal of Management Development, 24 (1), str. 57-67.
[3] Armstrong‐Stassen, M., Cattaneo, J. (2010). The effect of downsizing on organizational practices targeting older workers. Journal of Management Development, 29 (4), str. 344-363.
[4] Best Agers Lighthouses. (2014). Age management in practice. Recommendations for Employers. Pridobljeno 10.12.2018 s spletne strani: https://www.nll.se/publika/lg/regio/2014/Best%20Agers%20lighthouses/Recommendations%20for%20Employers.pdf
[5] Bloch, O. (2015). Creating motivation and engagement through values. Human Resource Management, 64 (13), str. 14-20.
[6] Brown, S. K. (2005). Attitudes of individuals 50 and older toward phased retirement. AARP Public Policy Institute, Knowledge Management. Washington: AARP.
[7] Cheung, F., Wu, A. M. S. (2013). Older workers successful aging and intention to stay. Journal of Managerial Psychology, 28 (6), str. 645-660.
[8] Chiesa, R., Toderi, S., Dordoni, P., Henkens, K., Fiabane, E. M. Setti, I. (2016). Older workers: stereotypes and occupational self-efficacy. Journal of Managerial Psychology, 31 (7), str. 1152- 1166.
[9] Chronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, str. 297-334.
[10] Feinsod, R., Davenport, T., Arthurs, R. (2005). The business case for workers age 50+: Planning for tomorrow‘s talent needs in today‘s competitive environment. AARP knowledge management. Washington: AARP.
[11] Field, A. (2013). Discovering statistics using IBM SPSS statistics (4 izd.). London: Sage Publications.
[12] Frerichs, F., Lindley, R., Aleksandrowicz, P., Baldauf, B., Galloway, S. (2012). Active ageing in organisations: a case study approach. International Journal of Manpower, 33 (6), str. 666-684.
[13] Gallup, G. (2006). Gallup Study: Engaged Employees Inspire Company Innovation. Pridobljeno 12.12.2018 s spletne strani: https://missionfacilitators.com/wp-content/uploads/2013/03/
Engaged-Employees-Drive-Organizations-Forward.pdf
[14] Gallup, G. (2012). How employee engagement drives growth. Pridobljeno dne 11.12.2018 s spletne strani: www.gallup.com/businessjournal/163130/employee-engagement-drives-growth.aspx
[15] Gewolb, S. J. (2015). Working towards successful retirement: older workers and retirees speaking about ageing, change and later life. Working with Older People, 19 (1), str. 25-32.
[16] Hennekam, S., Herrbach, O. (2013). HRM practices and low ccupational status older workers. Employee Relations, 35 (3), str. 339-355.
[17] Hewitt, A. (2014). Trends in global employee engagement. Pridobljeno dne 12.12. 2018 s spletne strani: https://www.aon.com/attachments/human-capital-consulting/2014-trends-in-global-employee- engagement-report.pdf
[18] Hornsby, J. S., Kuratko, D. F. (2003). Human Resource Management in U.S. Small Businesses: A Replication and Extension. Journal of Developmental Entrepreneurship, 8 (1), str. 73-92.
[19] Ilmarinen, J. (2006). Towards a longer worklife! Ageing and the quality of worklife in the European Union. Pridobljeno dne 14.12.2018 s spletne strani: www.sopol.at/document/download/ towards-a-longer-worklife
[20] Ilmarinen, J. (2012). Promoting active ageing in the workplace. European Agency for safety and health at work. Pridobljeno dne 11.12.2018 s spletne strani: https://osha.europa.eu/en/ tools-and-publications/publications/articles/promoting-active-ageing-in-the-workplace
[21] Kooij, D., de Lange, A., Jansen, P., Dikkers, J. (2008). Older workers motivation to continue to work: five meanings of age. Journal of Managerial Psychology, 23 (4), str. 364-394.
[22] Lobnikar, B. (2008). Osebna zavzetost kot cilj razvoja zaposlenih v bolnišnici. 11. Jesensko srečanje članov Društva ekonomistov. Laško: Terme Laško.
[23] Loretto, W., Vickerstaff, S., White, P. (2005). Older workers and options for flexible work. Pridobljeno dne 12.12.2018 s spletne strani: https://www.researchgate.net/profile/Sarah_Vickerstaff/publication/268000984_Older_Workers_and_Options_for_Flexible_Work/links/546f- 53520cf24af340c08534/Older-Workers-and-Options-for-Flexible-Work.pdf
[24] Mahon, J. F., Millar, C. C. J. M. (2014). ManAGEment: the challenges of global age diversity for corporations and governments. Journal of Organizational Change Management, 27 (4), str. 553-568.
[25] Naegele, G., Walker, A. (2006). A guide to good practice in age management, European foundation for the improvement of living and working conditions. Pridobljeno dne 9.12.2018 s spletne strani: https://www.eurofound.europa.eu/publications/htmlfiles/ef05137.htm
[26] Nimwegen, N., Erf, R. (2010). Demographic trends, socio-economic impacts and policy implications in the European Union. Amsterdam: KNAW Press.
[27] Piotr, Z. (2009). Human resources practices and work-related attitudes in Polish public administration. Eastern European Economics, 47 (5), str. 42-60.
[28] Principi, A. Fabbietti, P. Lamura, G. (2015). Perceived qualities of older workers and age management in companies: Does the age of HR managers matter? Personnel Review, 44 (5), str. 801-820.
[29] Rad A. M. M., Yarmohammadian, M. H. (2006). A study of relationship between managers‘ leadership style and employees‘ job satisfaction. Leadership in Health Services, 19 (2), str. 11- 28.
[30] Robertson, I. T, Cooper, C. L. (2010). Full engagement: the integration of employee engagement and psychological well-being. Leadership & Organization Development Journal, 31 (4), str. 324-336.
[31] Rolland, L. (2004). The age chasm: Successfully managing age in your organisation. Drake whitepaper, 2 (5), str. 1-32
[32] Sanyal, C., Wilson, D., Sweeney, C., Rachele, J. S., Kaur, S., Yates, C. (2015). Diversity and inclusion depend on effective engagement: It is everyone’s business to ensure that progress is maintained. Human Resource Management International Digest, 23 (5), str. 21-24.
[33] Shacklock, K., Brunetto, Y. (2011). A model of older workers intentions to continue working. Personnel Review, 40 (2), str. 252-274.
[34] Skirbekk, V. (2008). Age and productivity capacity: descriptions, causes and policy options. Ageing Horizons, 8, str. 4-12.
[35] Tabacnick, B. G., Fidell, L. S. (2014). Using Multivariate statistics (6 izd.). London: Pearson Education Inc.
[36] Yiing, L. H., Ahmad, K. Z. B. (2009). The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance. Leadership & Organization
Development Journal, 30 (1), str. 53-86.
[37] Zaniboni, S. M., Truxillo, D., Fraccaroli, F., McCune, E. A., Bertolino, M. (2014). Who benefits from more tasks? Older versus younger workers. Journal of Managerial Psychology, 29 (5), str. 523-508.