A conceptual review of the love-hate relationship between technology and successful aging at work: Identifying fits and misfits through job design

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2023-06-01 DOI:10.1016/j.hrmr.2023.100955

Karen Pak , Maarten Renkema , Daphne T.F. van der Kruijssen

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引用次数: 3

Abstract

Previous research suggests that technology can both enhance and undermine successful aging. However, few studies have combined insights on aging and technology in the work context. This paper aims to contribute to the literature on successful aging at work and STAARA technology by integrating these two literature streams through a job design perspective in a conceptual review. Based on insights from the literature on successful aging at work and technology we propose that STAARA technology can facilitate successful aging at work by reducing physical and emotional demands and increasing skill variety, autonomy, and support. Whereas STAARA technology can also harm successful aging at work by reducing autonomy, skill variety, and social support. Self-regulatory behaviors, an open workgroup climate, and HRM practices can help to minimize the potential misfit between technology and aging at work, whereas age discrimination is an important constraint. The propositions of this paper should be tested in future research.

查看原文本刊更多论文

技术与工作中成功老龄化之间爱恨关系的概念性回顾:通过工作设计识别适合和不适合

先前的研究表明，科技既可以促进也可以破坏成功的衰老。然而，很少有研究将老龄化和技术在工作环境中的见解结合起来。本文旨在从工作设计的角度整合这两种文献流，对工作中成功老龄化和STAARA技术的文献进行概念性回顾。基于对工作中成功老龄化和技术的文献见解，我们提出STAARA技术可以通过减少身体和情感需求，增加技能多样性，自主性和支持来促进工作中成功老龄化。然而，STAARA技术也可能通过减少自主权、技能多样性和社会支持来损害工作中的成功老龄化。自我调节行为、开放的工作组氛围和人力资源管理实践可以帮助最大限度地减少技术与工作中老龄化之间的潜在不适应，而年龄歧视是一个重要的制约因素。本文的命题需要在未来的研究中进行检验。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.