Introduction
In recent years, the aging of the labor force has emerged as a significant problem. The longer and healthier lives of today’s citizens mean they can afford to spend more time in the workforce. Returning to work after retirement may be intimidating, particularly for individuals over 50, given the quick pace at which technology and working norms change.
Many have difficulty staying interested in and enthusiastic about their jobs, which often leads to their retiring early or cutting down on their hours (Da et al., 2020). Individuals nowadays need greater freedom to do their own thing. For instance, some want to escape workplace difficulties by relocating abroad or switching careers entirely.
This study attempts to determine whether older workers might be motivated to continue their careers by implementing behavioral changes enabled by emerging technologies in the workplace. Sounders and Hofstede’s research methods will be used to give an in-depth and exhaustive analysis of the matter. Whereas Hofstede highlights the relevance of cultural and social elements in affecting behavior, Sounders stresses employing a systematic and logical framework to guide research (Jan et al., 2022).
For this study’s data collection, individuals over 50 who have retired or are contemplating retirement will be surveyed, interviewed, and participate in focus groups (Wilson, 2020). The study aims to better understand how this demographic feels about technological advancements in the workplace and the difficulties they confront when adopting new tools. In addition, the study will investigate feasible strategies for influencing employee behavior in the workplace to boost motivation and output. Training courses, one-on-one guidance from experienced professionals, and adjustments to company norms and rules are all possibilities.
Literature Review
Priorities and perspectives on one’s career often change as one ages. Some people may choose an early retirement, while others may want to keep working. Statistics reveal that many people over 50 are unwilling to return to the workforce, a significant obstacle for businesses that may benefit from the wisdom and experience of their older workers. Employees may be encouraged to remain enthusiastic about and productive by learning to use emerging technologies; as a result of technological improvements, the conventional workplace has been shifting, leaving many workers feeling overwhelmed and unable to keep up with the speed of change (Erdman, 2018).
According to the literature, employees over 50 are more vulnerable to disengagement (Tinbergen, 2020). The monotony and boredom of their labor, brought on by introducing new technology, may be to blame for their eventual burnout. According to Jan et al. (2022), the cultural aspects hypothesis states that numerous social and cultural elements are an extension of a larger culture and impact the workplace.
Companies worldwide are starting to worry about the effects of an aging workforce. Researchers have found that the percentage of retirees in the workforce has been rising, and this trend is anticipated to persist into the foreseeable future (Bertola et al., 2023). The United Nations predicts that by 2050, the number of people aged 60 and over will have doubled, and their workforce share will rise (United Nations, 2019). The knowledge and expertise of older employees are invaluable, as has been proved by studies (Henning et al., 2021; Marin-Zapata et al., 2022). Employers shouldn’t automatically assume that older employees cannot learn new technology due to age-related reductions in cognitive and physical ability (Weerasinghe & Hindagolla, 2018).
Teleconferencing, videoconferencing, and virtual reality can enhance business communication and collaboration, paving the way for distant workers (Alegre & Pasamar, 2018). Technology in the workplace also improves work-life balance, job happiness, and employee engagement. Older employees may have trouble adjusting to new technologies in the workplace, claim Sullivan and Al Ariss (2021). However, research suggests that older employees may be more eager than their younger colleagues to acquire new knowledge and adapt to technological advances (Wiradendi Wolor et al., 2020).
This result accords with the lifelong learning theory, which stresses the significance of ongoing education and training throughout one’s working life. However, research shows that older people who embrace new technologies are more productive and invested in their jobs (Misra et al., 2022). This supports the idea that treatments to alter attitudes toward technology might boost engagement and productivity among older employees. Including older employees in training and development programs has been proven to increase their engagement and productivity in the workplace. There is some evidence that mentoring and coaching programs may boost engagement and output among older employees (Tinbergen, 2020; Hemerijck, 2018).
Yet, studies reveal that not all older workers accept new technologies and that employees’ unfavorable views on the value of technology may considerably reduce its uptake (Wiradendi Wolor et al., 2020). This is due to several factors, some of which have been recognized by previous studies. They include the technology’s complexity, a lack of training and assistance, and an individual’s unwillingness to change (Alegre & Pasamar, 2018).
Research has also discovered barriers to elderly employees’ use of workplace technology. Two obstacles are the lack of access to technology and unfavorable views about technology (Gursoy & Chi, 2020). Retirees and those who have taken time away from employment due to age may face even more significant difficulties.
Because of the COVID-19 epidemic, many companies have implemented remote work and rely more on technology for communication and cooperation. Hence, there has been a recent push to better prepare employees, especially the older workforce, for the demands of today’s increasingly technological workplace (Gursoy & Chi, 2020). Brexit could negatively impact elderly employees in the UK who depend on low-skilled occupations, which might be affected by changes in immigration policy (United Nations, 2019). As a result, it may become more important for older employees to acquire new skills to stay relevant in the job market.
Training and development programs, mentorship and coaching, and changes to workplace culture and rules may enhance engagement and productivity. However, the evidence shows that older employees may have trouble adjusting to new technologies in the workplace. It is also vital to remove technological obstacles, especially for those who have been out of the labor force for a while, such as retirees.
Ultimately, the topic under investigation is highly relevant to the ongoing debate around the aging workforce. As the average life expectancy continues to increase in developed countries, more people are living longer, healthier lives and remaining active in the workforce. However, many older workers may not be fully engaged in their jobs or may feel that their skills are outdated, leading them to opt for early retirement or leave the workforce altogether.
Policymakers and employers are pressingly concerned about how to engage and retain older workers in the workforce. The loss of experienced workers can lead to reduced productivity and increased costs associated with retraining new employees. Additionally, the aging workforce presents opportunities for employers to tap into a valuable source of knowledge and experience, which can help to drive innovation and growth.
Therefore, the research can contribute to the existing literature by highlighting the importance of workplace technology in engaging and retaining older workers. By promoting technology adoption and other factors contributing to older workers’ engagement and productivity, employers can retain experienced workers, improve productivity, and promote economic growth. The study findings can also inform policymakers on creating policies and programs encouraging older workers to remain active in the workforce and contribute to society.
Proposed Data Type and Collection Techniques
The data for this study will be primarily quantitative since it entails assessing attitudes, actions, and perceptions related to workplace technology usage. However, the study will also gather qualitative data using open-ended survey questions to learn more about the participants’ thoughts and feelings. The recommended data-gathering methods for this study will use primary and secondary data sources (Wilson, 2020).
The primary data collection method will be online questionnaires sent to a random sample of working adults over 50. The survey will gather participants’ demographic information, attitudes, actions, and opinions on new technology in the workplace and any obstacles to adopting such tools. Participants will be chosen using a stratified random selection method that considers their industry, employment, and geography to maximize the response rate and minimize non-response bias (Tinbergen, 2020). The survey will be administered to a small sample to verify that the questions are clear and relevant and that the participants can complete them within the provided time range.
Secondary sources of information include databases, published studies, government and industry reports, and statistics. This will provide a starting point from which we can compare our results to what is already known, assess the efficacy of existing programs and policies, and spot any gaps in our understanding. Online resources, including Google Scholar, Science Direct, and governmental websites, will be mined for secondary data. The study’s ultimate goal is to create solutions to increase the participation and productivity of older employees in the workplace by evaluating the gathered data and gaining insights into older workers’ difficulties while using modern technologies.
Proposed Methodology
This study will use primary data-gathering methods, such as interviews and questionnaires. The study’s participants will be employees over 50 who have returned to work after a hiatus or are making plans to do so. Most of the information will come from their job histories and openness to learning new techniques in the workplace. The study will also survey human resources managers to get their take on employee engagement and productivity among those over 50.
According to Erdman (2018), a systematic research approach is necessary to guarantee rigor, validity, and reliability. Results from scientific investigations can only be trusted if they have been the product of detailed planning and systematic analysis of the data amassed throughout their course. Culture and society are important influences on behavior, and Jan et al. (2022) argue that this should be considered in studies of older employees and workplace technology.
This study will use a cross-sectional survey approach, which will be carried out online. Using this method, the analysis can capture participants’ thoughts, feelings, and actions regarding the use of technology in the workplace. A cross-section of the working-age population will be surveyed.
The following are the components of the approach used for this study: a group of people will be selected to participate in the research by stratified random sampling, considering factors including their profession, geographic region, and employer. Participants will be provided clear information regarding the study’s goal, anticipated time commitment, and anonymity to enhance the response rate and decrease non-response bias. In addition, an incentive for people to join, like a gift card, will be provided.
The second stage will gather information from participants through an online survey. Data on participants’ demographics, attitudes, habits, views of workplace technology usage, and any hurdles to adopting new technology will be collected using a survey built with that purpose in mind. The poll will be put through a series of trials to verify its readability, usefulness, and manageability. An established survey platform, like SurveyMonkey, will be used to conduct the poll.
In the third stage, data collected from the survey will be analyzed using descriptive statistics such as mean, median, standard deviation, and percentages. Inferential statistics, such as correlation analysis and regression analysis, will be used to identify the relationship between the dependent variable (engagement and productivity) and the independent variables (attitudes, behaviors, and perceptions related to workplace technology use). The analysis will be guided by Sounders and Hofstede’s frameworks, which emphasize the importance of individual differences and cultural factors in shaping workplace technology use.
In the fourth stage, the results will be interpreted in light of the research objectives and relevant literature on workplace technology use by older workers. The findings will provide insights into the challenges that older workers face in using new technology and identify strategies to promote their engagement and productivity in the workplace. The analysis will also consider the impact of COVID-19 and Brexit on workplace technology use by older workers.
Reason for Choosing the Methodology
The cross-sectional survey design is appropriate for this research project because it allows data to be collected from a large sample of people over 50 currently employed at a single point in time. This cost-effective and efficient design allows data to be collected from geographically dispersed participants (Da et al., 2020). Furthermore, an online survey is a practical and easy approach to data collection since it removes the need for face-to-face interviews, which can be time-consuming and expensive. As a result, an online survey is an ideal way to gather information quickly and easily. Finally, the survey methodology is an excellent choice for examining attitudes, behaviors, and perceptions regarding the use of technology in the workplace, which is the primary emphasis of this research study.
Conclusion
In conclusion, this study aims to identify strategies for encouraging workers to use innovative technologies in the workplace to maintain their interest and productivity. It plans to conduct a deep and detailed investigation, employing the methodological techniques of Sounders and Hofstede. Data from people over 50 will be gathered using a mixed-methods strategy, and possible interventions to alter behavior will be investigated.
The findings will be analyzed in light of the study’s aims and the related literature. They will be used to illuminate the difficulties older employees face while adapting to new technologies in the workplace and to help develop methods for boosting their participation and output. This study is essential because it sheds light on a pressing problem confronting today’s businesses: how to retain and motivate senior staff. This study has the potential to promote economic development, improve employee well-being, and decrease social and economic inequities by exploring strategies to keep older employees engaged and productive.
Reference List
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