It Is Never too Late to Learn
The Role of Organizational Support in Older Employees’ Learning
Bibliographic Data
| ID | 6215768 |
|---|---|
| Authors | Jana Žnidaršič (0000-0003-1719-8394, University of Ljubljana), Mojca Kogovšek (Grm Novo mesto - Center Biotehnike in Turizma), Irena Ograjenšek (0000-0002-2248-1517, University of Ljubljana) |
| Year | 2021 |
| Volume | 28 |
| Issue | 2 |
| Pages | 239-259 |
| Publication date | 2021-09-15 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Revija za socijalnu politiku (JOURNAL) |
| Journal identifiers | ISSN: 1845-6014 • E-ISSN: 1330-2965 |
| Publisher | Pravni Fakultet Sveucilista u Zagrebu (Law School of the University of Zagreb) (PUBLISHER) |
| DOI | 10.3935/rsp.v28i2.1730 |
| OpenAlex | W3196020729 |
| Language | EN |
| Citations received | 1 |
| References cited | 18 |
For last decades, lifelong-learning has been receiving growing attention as playing a crucial role in active ageing social policies. Due to numerous controversial research findings regarding older employees’ continuous learning, our work focuses on comparing older vs. younger employees in terms of their motivation (willingness) to learn and outcomes that result from learning and training processes. Our results do not show statistically significant differences in learning results of both groups of employees, neither nor in general motivation for learning. However, the results show that older employees engage in learning less to fulfil their career goals and more to improve their work efficiency as well as facilitate knowledge transfer to the workplace. The crucial role of perceived organizational support for older employees’ continuous learning and training at workplace is further discussed. Key words: workforce aging, older employees, motivation for learning, age management
Aging in the American workforce · Knowledge management · Lifelong learning · Organizational learning · Pedagogy · Political science · Workforce · Human Resource Development and Performance Evaluation · Job Satisfaction and Organizational Behavior · Psychology · Retirement, Disability, and Employment · Social Psychology
Evaluating Six Common Stereotypes About Older Workers with Meta‐Analytical Data
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Time counts
Development and validation of the job crafting scale
The Science of Training and Development in Organizations
Job crafting towards strengths and interests
Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being
Measuring Age Discrimination at Work
Successful Aging at Work
Relationship Between Age and Promotion Orientation Depends on Perceived Older Worker Stereotypes
Age as moderator of the relationship of proactive personality with training motivation, perceived career development from training, and training behavioral intentions
The impact of career customization on work outcomes
Training opportunities for older workers in the Netherlands
A theory of human motivation
Intrinsic and Extrinsic Motivations
Benefits of Training and Development for Individuals and Teams, Organizations, and Society
Age and reemployment success after job loss
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 1 |