Strategic self development for successful aging at work.

Two studies involving 265 participants were conducted to assess the content and range of strategies used by employees to age successfully in the workplace. Study 1 included 64 individuals ranging in age from 23 to 61. These individuals were asked to list up to five activities they have pursued in five potentially important areas of development. Content analyses on these activities were then conducted for purposes of item development. In the second study, the sample was limited to 201 older workers, defined as employees age 40 and older. Participants completed several scales examining the frequency with which they engaged in activities related to successful aging at work. Factor analyses indicated seven major types of strategies: 1) Relationship Development, 2) Security, 3) Continuous Learning, 4) Stress-Relief, 5) Skill Extension, 6) Career Management, and 7) Conscientiousness. Analyses indicated that each strategy domain was positively related to perceived success. Furthermore, hierarchical regression analyses indicated that Security, Relationship Development, Continuous Learning, and Career Management strategies were predictive of success above and beyond important characteristics of the individual or employing organization. The results also indicated that age moderated the relationship between strategy use and perceived success for two strategy domains. Relationship Development and Skill Extension strategies were less strongly related to perceived success as employees aged. Implications of these findings are discussed in relation to theory development, application, and future research.

The prediction of bereavement outcome: development of an integrative risk factor framework.

We propose an integrative risk factor framework to enhance understanding of individual differences in adjustment to bereavement and to encourage more systematic analysis of factors contributing to bereavement outcome (e.g., examination of interactions between variables and establishing pathways in the adaptation process). The examination of individual differences in adaptation to bereavement is essential for practical (e.g. targeting high risk individuals for intervention) and theoretical (e.g. testing the validity of theoretical claims about sources of differences) purposes. And yet, existing theoretical approaches have not led to systematic empirical examination and empirical studies in the current literature are fraught with shortcomings. Derived from Cognitive Stress Theory [Lazarus, R. S. & Folkman, S. (1984). Stress, appraisal, and coping. New York: Springer] and the stressor-specific Dual Process Model of Coping with Bereavement [Stroebe, M. S., & Schut, H. A. W. (1999). The dual process model of coping with bereavement: Rationale and description. Death Studies, 23, 197-224], the framework incorporates an analysis of stressors, intra/interpersonal risk/protective factors, and appraisal and coping processes that are postulated to impact on outcome. Advantages of using the approach are outlined. Challenges in undertaking such research are addressed.

Organizational wisdom.

In recent years, much theoretical and empirical attention has focused on wisdom as a psychological construct. The development of wisdom is viewed as a positive aspect of aging, but also has a complement to more traditionally-studied domains of intelligence. Two studies, involving a total of 327 adults, examined how our understanding of the construct might be furthered by its application into specific, problematic contexts, and by having its utility assessed. This involved: 1) development of an instrument that related the elements of wisdom to the context of work organizations; 2) identification of the primary ways in which wisdom contributes to well-being in work organizations; and 3) identification of types of organizations (organizational cultures) most likely to need and value wise persons of influence in their midst. Results suggest that wisdom is of greatest consequence when it fills an important gap in what is offered by the organization's (or society's) formal structure. Where the culture has developed more formal institutions, structure, and principles to guide its activities and ensure fairness in how people are treated, there may be less need for informal sources of organizational wisdom.

Stress and coping among older workers.

Age-related changes in physical and cognitive abilities can raise adaptive challenges for older working adults. Older workers exhibit considerable capacity to manage and cope with the stress of job and environmental demands, but at some point, many can become overwhelmed, and find themselves at increased risk for health consequences, injury, disability, and diminished productivity. Older workers are, however, a highly heterogeneous population, and many continue to work safely and successfully. Employers are encouraged to join efforts to provide an optimal person-environment-fit for all of their employees, but with a sensitivity to the increased variability to be expected among older employees.