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The purpose of this paper is to explore the factors that impact on the well-being of women workers, as assessed through depression, anxiety and stress, across the life course, i.e. age, marital status and parental status.

The quantitative study was cross-sectional in nature and used an online self-report questionnaire to generate information on job/work characteristics, belief systems and demographic variables. A snowball sample was used to recruit the respondents.

The results showed that the availability of resources was the influencing factor in women workers maintaining their well-being. Those respondents with resources, such as job autonomy and support from colleagues, were less likely to be depressed, anxious or stressed. The life course was not an influencing factor in the models tested suggesting that regardless of women's stage in life, they require appropriate resources to address the demands of the work environment, to maintain their well-being.

The implications of this study are that when considering diversity in the work environment, it is important to assess if all workers have the resources they require to cope with the demands of the workplace.

This present study outlines the importance of the life course in the context of the workplace, but highlights also that it is only one perspective and that others should be considered; such as those factors that are inherent in improving well-being and relationships within organisations.

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection, including management issues.

A review of the Call for Papers and further research and a presentation of papers in the Special Issue paying attention to original contribution, research and management recommendations.

This Special Issue is making a solid contribution to the field in not only addressing ageing and the ageing generation, but focusing strongly on the way both the ageing generation and other generations such as Gen Y and Gen X affect organisational dynamics, structure and career management.

Original research brought together in a multi-faceted way outlining the challenges as well as management agendas for the organisation.