From the perspective of job crafting, this paper selects team respect and recognition and organizational security atmosphere as moderators to explore the influence mechanism of senior employees’ individual strengths on their successful aging at work. The study divides individual strengths into talent strengths and character strengths, and selects job well-being and job performance as subjective and objective indicators to measure successful aging at work of senior employees. The results of 451 employees’ questionnaire data show that: (1) The talent strengths and character strengths of senior employees are helpful to improve their job well-being and job performance. (2) Job crafting is the intermediary mechanism for senior employees to use their talent strengths and character strengths to promote their job well-being and job performance. (3) Team respect and recognition strengthen the positive role of character strengths in job crafting, and organizational security atmosphere strengthens the positive role of talent strengths and character strengths in job crafting. This paper expands the new path of the influence mechanism of successful aging at work of senior employees, and enriches the research results in the field of individual strengths. At the same time, it also provides theoretical ideas for senior employees to build their “best self” and work happily in aging at work, and helps the organization to redevelop the senior human resources to solve the problems of the aging labor force era.
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Foreign Economics & Management
LiZengquan, Editor-in-Chief
ZhengChunrong, Vice Executive Editor-in-Chief
YinHuifang HeXiaogang LiuJianguo, Vice Editor-in-Chief
Individual Strengths of Senior Employees and Their Successful Aging at Work: From the Perspective of Job Crafting
Foreign Economics & Management Vol. 46, Issue 04, pp. 119 - 135 (2024) DOI:10.16538/j.cnki.fem.20230902.302
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Zhao Bin, Fang Baofeng, Yu Weixin. Individual Strengths of Senior Employees and Their Successful Aging at Work: From the Perspective of Job Crafting[J]. Foreign Economics & Management, 2024, 46(4): 119-135.
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