The capability of organizations to manage delayed retirement

Abstract

Purpose

This work was undertaken in order to develop a conceptual model for identification of the capability of an organization to implement age management measures.

Design/methodology/approach

Barriers to delayed retirement were reviewed; observations retrieved from a research consortium study were used to identify main attributes that needed to be taken into consideration in the development of the model.

Findings

The capability of organizations to react to the demographic challenge by introduction of age management measures can be classified operatively as “proactive”, “reactive”, “passive” or “chained”, depending on their resources and preferences.

Practical implications

The model may be useful to HR as a point of departure in the development of a business case for age management and a didactic tool to be used in internal marketing.

Originality/value

The concept “organizational capability” was developed as a corollary to the individual aspects of capability; recognizing preference and resource as main drivers made it possible to develop a typology that is new and is easy to understand and apply.

Citation

Kadefors, R., Wikström, E. and Arman, R. (2020), "The capability of organizations to manage delayed retirement", Journal of Organizational Effectiveness: People and Performance, Vol. 7 No. 1, pp. 38-51. https://doi.org/10.1108/JOEPP-06-2019-0047