Age and adaptation to changes in the workplace

Abstract

Purpose

This paper aims to investigate the relationship between age and adaptation to changes in the workplace (perceived demand‐ability fit, task performance before and after change). It also seeks to explore two mediators of the potential age‐adaptation relationships: adaptive self‐efficacy and job experience.

Design/methodology/approach

A sample of 117 employees from three multinational organizations completed two questionnaires one month before and three months after changes in their workplaces.

Findings

Hierarchical linear modelling revealed that age was not related to fit and performance before but was negatively related to fit and performance after organizational change. These relationships were mediated by job experience. Job experience made it more difficult for employees – whether young or old – to adapt to workplace changes. Adaptive self‐efficacy did not mediate the negative age‐adaptation association.

Research limitations/implications

In the sample, only a few employees were older than 56 years which might limit the generalizability of the results. Future research should also attempt to include objective performance data.

Practical implications

Managerial interventions regarding learning, development, and job rotation might counteract negative effects of job tenure.

Originality/value

There is little empirical research addressing issues related to age and adaptation in the workplace. The longitudinal field study presented in the paper contributes to the literature on individual adaptation to changes in the workplace by empirically examining the relationship between age and indicators of adaptation, and its mediating factors.

Citation

Niessen, C., Swarowsky, C. and Leiz, M. (2010), "Age and adaptation to changes in the workplace", Journal of Managerial Psychology, Vol. 25 No. 4, pp. 356-383. https://doi.org/10.1108/02683941011035287