Graham Frobisher, Deborah Price and Jo Brewis
The 7th decade manager (7DM) is an overlooked and under-researched group in organisation studies. This paper explores the changes which 7DMs experience in later life through the…
Abstract
Purpose
The 7th decade manager (7DM) is an overlooked and under-researched group in organisation studies. This paper explores the changes which 7DMs experience in later life through the lenses of age, work and identity.
Design/methodology/approach
An interpretivist methodology was adopted and data were obtained via semi-structured interviews with 32 managers across 10 different sectors in England and Scotland. These data were analysed thematically.
Findings
Change manifested itself in various contradictory ways across three domains of age, work and identity. Age was experienced dichotomously, with these 7DMs identifying as subjectively younger yet openly (if reluctantly) accepting signs of ageing. They appeared more tolerant and kinder but could be impatient and outspoken. Work remained important, providing structure, a sense of purpose and camaraderie; however, career progression was not. Altruistically, the 7DMs exercised generativity by providing their colleagues with counsel in both work and personal matters. Their sense of self and identity work featured prominently, particularly in the liminality associated with the impending cessation of work. Preparation for the psychosocial transition to retirement was lacking.
Research limitations/implications
This project would have benefitted from a larger and broader cohort demographic. Whether there are any significant gender or ethnic differences in attitudes, values or approaches to work cannot be ascertained from the data obtained. Future studies should therefore include a greater diversity of participants. There may also be merit in investigating if any differences exist for the ex-military 7DM manager compared to others.
Practical implications
Organisations can benefit from greater recognition of the value experienced managers in their later working lives can bring. Both the broader community of managers and their employers would benefit from leveraging the experience, knowledge and attributes of older managers in their passage through their 7th decade and better prepare younger people to succeed them.
Social implications
Different agencies such as government, employers, professional bodies like the Chartered Institute of Personnel and Development, Trade Unions or consultancies may wish to explore the benefits and practicalities of preparing the individual for the transition to retirement. Importantly, this should address the psychosocial connotations associated with ceasing work. Whilst this applies to all 7th decade workers, we suggest that there are some challenges that are peculiar to being an older manager.
Originality/value
Whilst much is known about older workers, research relating to older managers, especially those in their seventh decade, is largely absent. This paper illustrates the changes and challenges they experience in both their professional and personal lives, some of which seem to be unique to this age group and many of which would benefit from being addressed in organisational policy and practice as well as further research.
Details
Keywords
Paritosh Dabral, Karunya Chelamallu, Erose Sthapit, Peter Björk and Senthilkumaran Piramanayagam
In this study, we examined the attributes that determine shoppers’ satisfaction with food courts in shopping malls and the effects of this satisfaction on behavioural intentions…
Abstract
Purpose
In this study, we examined the attributes that determine shoppers’ satisfaction with food courts in shopping malls and the effects of this satisfaction on behavioural intentions towards shopping malls.
Design/methodology/approach
The data for this study were collected from 380 shoppers who visited food courts in shopping malls located in Hyderabad, India. The data were analysed using structural equation modelling.
Findings
The results indicate that fair prices, authenticity and the quality of the food, service and environment predict shoppers’ dining satisfaction and behavioural intentions. The findings also indicate that satisfaction with food court experiences has a strong positive influence on shoppers’ intention to revisit shopping malls.
Practical implications
Food service providers in Indian shopping malls should recognise that offering suitably priced and high-quality experiences is vital for sustaining their businesses in the long term as well as offer prompt service and warm hospitality to visitors to enhance customer satisfaction.
Originality/value
This study has implications for mall operators and food court managers seeking to enhance customer satisfaction with food courts and sustain the success of shopping malls. To the best of our knowledge, this is the first study to examine the factors that influence shoppers’ dining satisfaction and behavioural intentions in this context.