This study extends our knowledge about the management of older employees in the sector of financial services, which faces enormous transformational pressures (e.g., emergence of artificial intelligence, digital services). Based on the black box model of human resource management, we investigate how executives at 16 major financial institutions manage their total rewards to motivate their older professionals to stay at work longer. Top management’s views towards older professionals underlie a firm’s culture or climate, and more precisely, the extent of the perception that they are a strategic resource that needs focused management. Across firms, such adaptation (or lack thereof) is made through the following total rewards components: (1) flexibility in working time and place of work, (2) hiring of retirees, (3) hiring or promotion of older professionals, (4) role adjustment, (5) responsibilities and performance standards, (6) monetary rewards, benefits, and (7) recognition, succession planning, and support for retirement planning or preparation. The black box model should be used in future research to understand which reward components work best in which contextsto motivate older workers to stay at work longer.

Purpose: In the context of population aging, retirement has become a central issue in academic, professional and government discourse. A consensus can be seen to be emerging around the idea of postponing retirement in favor of promoting active aging. From this perspective, the purpose of this study, using work-role attachment theory and met expectations theory, is to focus on the pre-retirement period and aims to better understand how certain individual factors and expectations explain the planned age of retirement.Design/methodology/approach: An online survey was administered in 2015 to employees aged 45 and over working at a Canadian firm in the high-technology sector.Findings: The results show that career commitment, attachment to work and expectations relating to workplace adjustments prior to retirement were positively associated with planned retirement age, whereas expectations relating to professional development showed a negative association with this variable.Practical implications: This study fits into a line of research focusing on the end-of-career period and sheds light on the decision to retire by looking closely at the impact of employment conditions and human resource management practices on this decision. In a labor market context marked by high numbers of workers aged 55 and older, combined with the increasingly critical need for skilled labor and considering the expectations of workers leading up to their retirement could help to better plan these workers' end-of-career period.Originality/value: Many studies have examined the characteristics of retirees after retirement. The authors’ study is one of the few that examines the aspirations of workers between the ages of 45 and 55 who are still employed but are beginning to consider their retirement plans, including the decision to continue working longer. Its originality also lies in combining work-role attachment theory and met expectations theory.

During the COVID-19 lockdown period, several employers used furloughs, that is, temporary layoffs or unpaid leave, to sustain their businesses and retain their employees. While furloughs allow employers to reduce payroll costs, they are challenging for employees and increase voluntary turnover. This study uses a two-wave model (Time 1: n = 639/Time 2: n = 379) and confirms that furloughed employees’ perceived justice in furlough management and job insecurity (measured at Time 1) explain their decision to quit their employer (measured at Time 2). In addition, our results confirm that furloughed employees’ job embeddedness (measured at Time 1) has a positive mediator effect on the relationship between their perceived procedural justice in furlough management (measured at Time 1) and their turnover decision (Time 2). We discuss the contribution of this study to the fields of knowledge and practice related to turnover and furlough management to reduce their financial, human, and social costs.

Cette étude vise aider les employeurs à fidéliser leurs employés surqualifiés ou à réduire leur roulement volontaire. Plus précisément, en nous appuyant sur la théorie de la conservation des ressources (COR), nous analysons le lien direct entre la surqualification perçue et l’intention de quitter ainsi que l’effet modérateur de l’équilibre travail-vie personnelle sur ce lien. Nous étudions ces liens dans un contexte environnemental particulier (au Canada) et entre deux groupes différents d’employés : des personnes nées au Canada et des immigrants, ces derniers ayant plus de difficultés à intégrer le marché du travail pour obtenir un emploi correspondant à leurs qualifications pour de nombreuses raisons, telles que les barrières linguistiques, la discrimination, la sous-évaluation de leurs atouts, le manque d’expérience de travail et le réseau professionnel dans le pays d’accueil. Nous avons testé nos hypothèses à travers deux études sur le terrain menées par questionnaire : l’une auprès de 227 employés nés au Canada et l’autre auprès de 237 employés immigrants. Nos résultats confirment la valeur de la théorie COR pour comprendre le lien positif entre la surqualification et l’intention de roulement parmi les employés nés au Canada et les employés immigrants et l’impact modérateur de l’équilibre travail-vie personnelle sur cette relation au sein de l’échantillon des immigrants seulement. Compte tenu de la rareté des talents, les employeurs doivent mieux reconnaître et utiliser les compétences de leurs employés, qu’ils soient des locaux ou des immigrants. Ils devraient aussi aider leurs employés immigrants à mieux équilibrer leur travail et leur vie personnelle pour les retenir en emploi. En outre, les employeurs devraient fournir aux immigrants surqualifiés des ressources informatives, émotionnelles, instrumentales ou de suivi continu qui les aident à gérer leur vie quotidienne, à équilibrer les interactions travail-vie personnelle et, ultimement, à réduire leur intention de quitter.

Microaggressions are pervasive compared to overt forms of discrimination, owing to their chronic and inconspicuous nature. This characteristic renders them more harmful than overt discrimination, which is typically easier to identify. The accumulation of seemingly minor microaggressions carries significant consequences akin to the impact of daily hassles. Compared to explicit manifestations of discrimination, microaggressions are more likely to induce disorientation and stress among marginalized groups, especially those categorized by ethnicity, gender, sexual orientation, and age. In this chapter, we analyze this form of discrimination, delving into its definitions, origins, dimensions, and implications for life and relationships in the workplace.

Neurodiversity means various ways of thinking, learning, and relating to others. Despite systematic efforts to increase their employment rate, the benefits associated with hiring them, and legislation designed to protect and support them, neurodivergent people have difficulty finding and keeping a job. This chapter summarizes various challenges and success conditions to attract, integrate, and retain neurodivergent persons within organizations.