ArticleThe Gerontologist2020
The Proactive Shift in Managing an Older Workforce 2009-2017: A Latent Class Analysis of Organizational Policies.
Article in The Gerontologist, 2020. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 6 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Who cites it
6 citing papers in PubMed, 27 citations in OpenAlex.
- Involuntary retirement and organizational climates: a multilevel study of older workers.The journals of gerontology. Series B, Psychological sciences and social sciences · 2026Article
- Late-career workforce participation in times of rising state pension age: the role of health and motivation.BMC public health · 2025Article
- More 50+ Workers Means More 50+ Policy-Until it Doesn't. The Non-Linear Relation Between Proportion of Older Workers and Implementation of Policies for Older Workers.Journal of applied gerontology : the official journal of the Southern Gerontological Society · 2024Article
- Changes in physical performance according to job demands across three cohorts of older workers in the Longitudinal Aging Study Amsterdam.European journal of ageing · 2023Article
- Employees' Emotional, Cognitive, and Behavioral Responses to Increasing Statutory Retirement Ages.BioMed research international · 2021Article
- The COVID-19 Pandemic: Lessons for Financially Fragile and Aging Societies.Work, aging and retirement · 2020Article
Corrections and comments
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Authors and funding
3 authors at 2 institutions in 1 country.
Funding
No grant is acknowledged in the PubMed record.
Abstract
BACKGROUND AND
objectivesLongitudinal perspectives on how organizations react to workforce aging are missing in the literature. In this study, we fill this gap and ask how organizations deal with older workers, how their approaches change over time, and in which sectors of the economy and types of organizations the changes were most profound. RESEARCH DESIGN AND
methodsData come from two large-scale employer surveys: 2009 (n = 1,077) and 2017 (n = 1,358), representative for the Netherlands. We use a three-step group-comparison latent class analysis combined with a multinomial logistic model.
resultsWe found four clusters of organizations based on their practices regarding older workers-those trying to activate and develop their employees (active), focusing solely on exit measures (exit), implementing a combination of development, accommodating and exit measures (all), and practicing no age management (none). We find a major shift in employers' approaches to aging workforces between 2009 and 2017, with strong decreases in those that offered no age management (47%-30%) and those focusing on exit measures (21%-6%), and an increase in active organizations (19%-52%). Active age management is no longer concentrated in large and developing organizations, but has become a standard human resources tool economy-wide. DISCUSSION AND IMPLICATIONS: Overall, there is a long-term trend away from exit measures toward the application of proactive age management measures. More involvement of employers in retaining older adults in the workplace may signal a growing awareness of the changing demographic reality.
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