Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit Climate

By Climatejoms, P. M. Bal, S. D. de Jong, Paul G. W. Jansen, Arnold B. Bakker. 2012

256 citations recorded by the source corpus.

Subfields: Demography, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1d08b70195795a6c867676323b3c8885aa72853b

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In Demography

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Redesigning work through idiosyncratic deals (2014, background): “…diversity and societal trends towards heterogeneity in lifestyles and career goals render traditional one-size-fits-all HR systems limitedly effective in targeting the right resources to attract, motivate, and retain a specific working person (Bal et al., 2012; Ester, De Moor, & Halman, 1993).”
Idiosyncratic Deals and Voice Behavior (2015, methodology): “This scale has been widely used in other i-deal research studies (e.g., Anand et al., 2010; Bal et al., 2012; Hornung et al., 2009; Rousseau et al., 2009).”
Neoliberal ideology in work and organizational psychology (2018, background): “Furthermore, adherence to individualism is also present in an increasing interest in individually-focused research topics, such as individual deals (Bal et al., 2012; Hornung et al., 2008), employability (Fugate, Kinicki, & Ashforth, 2004), job crafting (Kooij, Van Woerkom, Wilkenloh, Dorenbosch, &…”
From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, background): “Both literatures on younger workers (e.g., Hess & Jepsen, 2009; Lub, Bijvank, Bal, Blomme, & Schalk, 2012) and older workers (Bal et al., 2012; Pitt-Catsouphes & Matz-Costa, 2008) have stressed the importance of flexibility in how employees conduct their work and how work is combined with other…”
How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies (2013, background): “Hence when organizations stress the possibility for employees to gradually withdraw, employees may feel the pressure to disengage rather than to fully invest in their work, and may thus become less engaged and committed (Bal et al., 2012).”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “Finally, we included respondent age (interval scaled) as perceptions and attitudes towards change have been shown to vary over the course of their working life (Bal et al., 2012).”