Online from: 1988
|Title:||Extending employment beyond retirement age: the case of health care managers in Quebec|
|Author(s):||Saba T, Guerin G|
|Journal:||Public Personnel Management, Summer 2005, Volume: 34 Issue: 2 pp.195-214 (20 pages)|
|Keywords:||Canada, Managers, Older Employees, Retention, Retirement|
|Reference:||34AQ539 (Permanent URL)|
Design/methodology/approach - Reviews the research that has looked at the career aspirations of older workers and the ways in which human resource practices can be adapted to meet these. Reports research in which the responses of 402 Canadian managers, aged 50 years and older, were analysed to understand their work values, the work rewards that they wanted, their unmet expectations from their careers, their retirement expectations and their attitudes towards extending their employment beyond the normal retirement age. Sets out the human resource practices that would support the managers to meet their career and work expectations and which might encourage them to stay in the workforce.
Findings - Concludes that there will always be a proportion of the workforce who will want to retire early. Notes that most decisions to retire are due to individual circumstances and that professional considerations are not a major motivation to delay retirement. However, identifies two unmet expectations that would reduce the desire for early retirement - the ability to develop new competences and the ability to work in a pleasant environment. Sets out the human resource practices that would enable these expectations to be met and which would enable organizations to retain more of their older employees.
Research limitations/implications - Describes the research method used and discusses its limitations.
Practical implications - Offers guidance on retaining older workers.
Originality/value - Sets out the views of older workers on the actions that organizations could take that would encourage them to delay their retirement.