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While prevalence and value of nonclinical hospital workers, like quality or education professionals, increase, their work engagement is understudied. Work engagement of nonclinical and clinical hospital workers is critical considering the pressure of major challenges in healthcare. The pandemic was a natural experiment for this.

We conducted an observational survey study among all nonclinical and clinical hospital workers of the Jeroen Bosch Hospital, the Netherlands. In an employee satisfaction survey, we measured work engagement under acute pressure (just after the first COVID-19 wave in July 2020) and chronic pressure (within the second COVID-19 wave in November 2020) and to what extent psychological demands and co-worker support were related to work engagement.

For all hospital staff, “average” levels of work engagement were found under acute (response rate 53.9%, mean 3.94(0.81)) and chronic pressure (response rate 34.0%, mean 3.88(0.95)). Under acute pressure, nonclinical hospital workers scored lower on the subcategory dedication than clinical workers (mean 4.28(1.05) vs mean 4.45(0.99), p < 0.001). Under chronic pressure, no differences were found. For both nonclinical and clinical hospital workers, co-worker support was positively related to overall work engagement (beta 0.309 and 0.372). Psychological demands were positively related to work engagement for nonclinical hospital workers (beta 0.130), whereas in clinical hospital workers, psychological demands were negatively related to vigor (beta −0.082).

Hospitals face times of pressure. Fostering co-worker support under pressure may be vital for hospital management.

Work engagement of nonclinical hospital workers is understudied.

The purpose of this paper is to examine common stereotypes regarding old-age workers and the effect of these stereotypes on organizational productivity, as well as to suggest practical solutions for accommodating old-age workers and increasing productivity in all employees.

This three part paper will present a thorough review of relevant literature (1991-2014, with the exception of two studies from 1976) that were conducted on the topics of old-age stereotyping, the effect of old-age stereotyping on organizational productivity, and methods for adequately motivating and managing old-age workers. Studies concerning psychology theories are also examined in order to provide a framework for practical solutions, as well as demographic statistics on population age and employment trends.

This paper identifies a number of old-age stereotypes that have decreased organizational productivity in empirical studies, including reluctance to change, decreased learning ability, intelligence and memory, poor health and accidents, higher organizational costs, decreased motivation, and low innovation and productivity. Findings also suggest that old-age workers can positively affect productivity, and that low productivity is often a result of stereotyping.

The prevalence of old-age stereotyping and its impact on organizational productivity may differ by culture, industry, type of employment, education level, and other factors, and thus further research may be necessary. The literature reviewed may not adequately represent worldwide organizational trends, as the literature is largely comprised of studies performed in North America and Europe.

Solutions based on these findings are taken directly from the literature or derived from literature on psychology theories, which include self-determination theory, socio-emotional selectivity theory, and selective optimization and compensation theory. The practical solutions proposed address work environment, motivation, rewards, flexibility, and the loss and gain of resources in old-age workers.

The proportion of old-age workers is increasing and it is therefore necessary to determine ways to adequately integrate old-age workers in the workforce. Furthermore, this can raise productivity in all employees.

This paper demonstrates that old-age stereotyping is both prevalent and detrimental within an organizational context. These findings and solutions can potentially be used by organizations in order to increase individual and overall productivity.

The purpose of this paper is to examine common stereotypes regarding old-age workers and the effect of these stereotypes on organizational productivity, as well as to suggest practical solutions for accommodating old-age workers and increasing productivity in all employees.

This three part paper will present a thorough review of relevant literature (1991-2014, with the exception of two studies from 1976) that were conducted on the topics of old-age stereotyping, the effect of old-age stereotyping on organizational productivity, and methods for adequately motivating and managing old-age workers. Studies concerning psychology theories are also examined in order to provide a framework for practical solutions, as well as demographic statistics on population age and employment trends.

This paper identifies a number of old-age stereotypes that have decreased organizational productivity in empirical studies, including reluctance to change, decreased learning ability, intelligence and memory, poor health and accidents, higher organizational costs, decreased motivation, and low innovation and productivity. Findings also suggest that old-age workers can positively affect productivity, and that low productivity is often a result of stereotyping.

The prevalence of old-age stereotyping and its impact on organizational productivity may differ by culture, industry, type of employment, education level, and other factors, and thus further research may be necessary. The literature reviewed may not adequately represent worldwide organizational trends, as the literature is largely comprised of studies performed in North America and Europe.

Solutions based on these findings are taken directly from the literature or derived from literature on psychology theories, which include self-determination theory, socioemotional selectivity theory, and selective optimization and compensation theory. The practical solutions proposed address work environment, motivation, rewards, flexibility, and the loss and gain of resources in old-age workers.

The proportion of old-age workers is increasing and it is therefore necessary to determine ways to adequately integrate old-age workers in the workforce. Furthermore, this can raise productivity in all employees.

This paper demonstrates that old-age stereotyping is both prevalent and detrimental within an organizational context. These findings and solutions can potentially be used by organizations in order to increase individual and overall productivity.

The purpose of this paper is to examine common stereotypes regarding old-age workers and the effect of these stereotypes on organizational productivity, as well as to suggest practical solutions for accommodating old-age workers and increasing productivity in all employees.

This three part paper will present a thorough review of relevant literature (1991-2014, with the exception of two studies from 1976) that were conducted on the topics of old-age stereotyping, the effect of old-age stereotyping on organizational productivity, and methods for adequately motivating and managing old-age workers. Studies concerning psychology theories are also examined in order to provide a framework for practical solutions, as well as demographic statistics on population age and employment trends.

This paper identifies a number of old-age stereotypes that have decreased organizational productivity in empirical studies, including reluctance to change, decreased learning ability, intelligence and memory, poor health and accidents, higher organizational costs, decreased motivation, and low innovation and productivity. Findings also suggest that old-age workers can positively affect productivity, and that low productivity is often a result of stereotyping.

The prevalence of old-age stereotyping and its impact on organizational productivity may differ by culture, industry, type of employment, education level, and other factors, and thus further research may be necessary. The literature reviewed may not adequately represent worldwide organizational trends, as the literature is largely comprised of studies performed in North America and Europe.

Solutions based on these findings are taken directly from the literature or derived from literature on psychology theories, which include self-determination theory, socio-emotional selectivity theory, and selective optimization and compensation theory. The practical solutions proposed address work environment, motivation, rewards, flexibility, and the loss and gain of resources in old-age workers.

The proportion of old-age workers is increasing and it is therefore necessary to determine ways to adequately integrate old-age workers in the workforce. Furthermore, this can raise productivity in all employees.

This paper demonstrates that old-age stereotyping is both prevalent and detrimental within an organizational context. These findings and solutions can potentially be used by organizations in order to increase individual and overall productivity.

This study aims to introduce the concept of communities of social media practice where more experienced users provide guidance to female novice users, enacting a form of legitimate peripheral participation to “onboard” newcomers.

Through surveys with 968 early adolescents (average age was 13), the authors quantitatively explored sources and types of guidance for young social media users, popularity of conversation themes related to this guidance and how these conversations are associated with positive social media engagement. The authors qualitatively documented a case study of how a summer workshop of 17 students promotes positive social media use through a community of practice.

Although early adolescent girls reported that they more frequently talked to their parents about a wider range of social media topics, same-age peers and younger family members (e.g., siblings, cousins) were also frequent sources. Surprisingly, the authors also found that the source most strongly associated with positive social media use was the peer group. This case study of an intentional community of practice demonstrated how peers go from “peripheral” to “centered” in socializing each other for more positive social media use.

Unlike most prior scholarship on mediating social technology use, this study focuses on a critical developmental period (e.g. early adolescents), sources of guidance other than exclusively parents, explore the specific conversation topics that offer guidance and document an informal community of practice for girls that provides the training ground for peers and adult facilitators to codesign more positive social media spaces.