How the impact of HR practices on employee well-being and performance changes with age

By D. Kooij, D. Guest, M. Clinton, Terry Knight, Paul G. W. Jansen, J. Dikkers. 2013

320 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2ee1800b0e371210a4dfdc536f2a8ca16cebda53

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In Demography

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, methodology): “…first to show that younger workers may show opposite reactions from older workers depending on the outcome studied, an important implication of our study is that theory on age-related differences in reactions towardsHRM (e.g., Kooij et al., 2013, 2014) should take the type of outcome into account.”
Managing aging workers: a mixed methods study on bundles of HR practices for aging workers (2014, methodology): “Since earlier studies (e.g. Kooij et al. 2010, 2013) and SOC theory suggest that the influence of the HR bundles will change with age, future studies should examine whether and how the influence of these HR bundles on worker outcomes changes with age.”
The paradox of employee psychological well-being practices: an integrative literature review and new directions for research (2019, unknown): “Clearly there are many contingent factors that enable PWB and organisational performance practices to exist in harmony (Ogbonnaya, Daniels, Connolly, & van Veldhoven, 2017), such as age of employees (Kooij et al., 2013) and national culture (Malek, Mearns, & Flin, 2010).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “While some studies have considered it at the same level as the other two dimensions of well-being (e.g., Kooij et al., 2013; Baluch, 2017), others consider it a linking pin between HRM and health/happiness well-being (e.g., Gould-Williams, 2003; Kroon et al., 2009) or even as a moderator explaining…”