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Many older Americans have decided to remain in the labor market beyond the traditional retirement age. This trend suggests that companies and society should actively engage in initiatives to support the aging workforce. Applying the concept of active aging to the workplace has been viewed as a significant strategy for enhancing the health, wellbeing, and work outcomes of older workers. However, little research has been conducted on active aging in the workplace, which has limited our understanding of ways to developeffective age-management strategies to enhance the quality of older workers’ working lives. Improving such understanding would not only ultimately contribute to the wellbeing of older workers, but it would also enhance organizational success.This study tested the validity of an active aging framework using U.S. workforce data to help older workers achieve active working lives. Structural equation modeling (SEM) was conducted to test the direct and indirect effect of perceived self-efficacy and team leader equity on mental health and performance through engagement. Multi-group SEM was performed to investigate the moderating role of organizational tenure in the relationship between perceived self-efficacy and engagement, and between perceived team leader equity and engagement. Results showed that perceived self-efficacy was a strong predictor of engagement, mental health, and performance, whereas perceived team leader equity predicted only engagement. Also, significant mediation roles of engagement were found in the relationship between perceived self-efficacy and mental health, and perceived team leader equity and mental health. The findings in this study highlight that the importance of employers’ investment in human capital development for older workers’ well-being as well as their performance that would be related to organizational productivity. Furthermore, this study has several implications. Mandatory training was suggested under the Age Discrimination in Employment Act (ADEA) to prevent age discrimination in the workplace. In addition, providing tailored interventions was suggested to foster self-efficacy through training of behavior strategies. Furthermore, leadership training on diversity was suggested, which enables team leaders to be aware of older workers’ needs, strengths, and weaknesses. Such attempts would contribute to ensuring that older workers’ active working livesencompass more than just longer working lives. |
