Factors influencing intergenerational learning: towards a framework for organizations to ensure successful learning in older employees Donald, ROPES 1 & Antonia YPSILANTI 2 1 Centre for Research in Intellectual Capital Inholland University of Applied Sciences 2 Laboratory of Motor Control and Learning Aristotle University of Thessaloniki
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Factors influencing intergenerational learning: towards a framework for organizations to ensure successful learning in older employees Donald, ROPES 1.
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Factors influencing intergenerational learning: towards a framework for organizations to ensure successful learning in older employees
Donald, ROPES1 & Antonia YPSILANTI2
1Centre for Research in Intellectual Capital
Inholland University of Applied Sciences 2 Laboratory of Motor Control and Learning
Minimalizes gaps in employees, Ensures organizational renewal, Facilitates innovation and capacity for change, Builds social capital, Improves knowledge exchange, Facilitates innovation and problem solving, Thus IGL is a real panacea (or maybe not).
The realization of a decline in FI may prone older workers to select jobs of set goals that optimize their existing abilities as a self-regulating mechanism (Kanfer & Ackerman, 2004).
Show preference for positions that place higher demands on CI (managerial, supervisory posistions)(Baltes & Baltes, 1990).
During adult development there is a reorganization of priorities that significantly affects work motivation.
For younger workers, the level of effort is linearly and positively related to work performance and intrinsic and extrinsic rewards such as salary, recognition, promotion and self-fulfillment (Kanfer, 1987; Kanfer & Ackerman, 2004).
For older workers, particularly those that have reached the peak of their career, effort is not always stimulated by extrinsic rewards. In contrast, intrinsic rewards such as self-fulfillment and sense of achievement potentially play a major role in work performance.