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Journal article (peer-reviewed)
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- Nilsson, Kerstin, et al.
(author, creator_code:000000023193205X_t)
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Can they Stay or Will They go?
- 2024
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In: Sustaniable Healthy Working life for All Ages. - Basel, Switzerland : MDPI. ; , s. 37-56
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Book chapter (other academic/artistic)abstract
- A larger amount of older people need to participate in working life due to the global demographic change. It is the employer, through the manager, who enables employees to have access to measures in the workplace that facilitate and enable a sustainable extended working life. The aim of this study was to evaluate work life factors associated with managers believing their employees can work versus wanting to work until age 65 or older. This cross-sectional study included 249 managers in the Swedish municipality sector. Logistic regression analysis was used to investigate associations between different univariate estimates and in data modelling using the SwAge-model. The result stated that 79% of managers believed their employees ‘can’ work and 58% of managers believed their employees ‘want to’ work until age 65 or older. Health, physical work environment, skills and competence are associated the strongest to managers believing employees ‘can’ work until age 65 or older. Insufficient social support at work and lacking possibilities for relocations associated the strongest to managers believing employees would not ‘want to’ work until age 65 or older. Though, several countries (especially in Europe) have included in their social policy measures that retirement age be increased after 65, proposing ages approaching 70. When these proposals become laws, through obligation, people will have no choice (if they want to or if they can continue working). However, people’s attitudes to work may be different (especially after the COVID-19 pandemic), and this analysis of the participating managers’ attitudes showed there is a difference between why employees ‘can’ versus ‘want’ to work respectively. Therefore, different strategies may be needed to contribute to employees both being able to and willing to participate in working life until an older age. These findings on managers’ perspectives, regarding whether they believe employees would be able to versus would want to work and the SwAge-model, will hopefully contribute to anincreased understanding of organisational actions and measures in the process of creating a sustainable extended working life and to increase senior employees’ employability.
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- Nilsson, Kerstin, et al.
(author)
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The mental work environment and social work environment on the senior workforce
- 2022
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Conference paper (peer-reviewed)abstract
- Introduction: The Swedish Agency for Work Environment Expertise commissioned researchers atLund University, Kristianstad University and Malmö University to conduct a systematic reviewfocusing on the impact of the psychosocial work environment on the senior workforce (≥55 years ofage) in a Swedish context.Aims: To provide an overview of how psychosocial work environment and occupational healthfactors affect the senior workforce, and describe interventions designed to improve the workenvironment.Methods: The guidelines on Preferred Reporting Items for Systematic reviews and Meta-Analyses(PRISMA) were followed. The data bases: Pubmed, Cinahl, Scopus and Medline were searched forarticles published until 2021-07-10.Results: After deduplication 846 articles remained, of which 49 were selected for full text screening.After exclusion of studies with low quality 20 remained. The studies included in this literature reviewhave been thematized and analysed based on the nine determinant areas of the swAge model1, forthe ability and willingness to work in relation to ageing, to explain the complexity of predictors forthe senior workforce’s working life. These determinant areas are divided into predictors of: the workenvironment’s effects on health; the personal financial situation; the social support, relationships,and participation; as well as the execution of work tasks and activities.Conclusions: Several of the articles included in the literature review did not consider the definition ofage in relation to the senior workforce, despite age being the factor that characterizes anddistinguishes a senior employee. However, there were articles highlighting the significance ofconsidering the senior workforce based on their biological age, social age, and cognitive age ratherthan just their chronological age (i.e. how many years had passed since they were born). Severalgeneral suggestions were discernable in the articles included in the literature review that will bediscussed.
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