| dc.description.abstract | Research on the association between Commitment-based Human Resource (CBHR) practices and employee-related outcomes generally focuses on generational differences rather than age differences in the organization. Drawing on the lifespan perspective, we consider age as a continuous variable and examine the relationship between facets of commitment-based HR practices and the moderating effect of age on employees’ intrinsic motivation. To explore this topic, we present two main conflicting hypotheses about the universalness of commitment-based HR practices. First, we hypothesize that commitment-based HR practices will have the same impact and application regardless of age. Secondly, as workforces are aging across the world, it becomes increasingly important to understand how employees manage their resources across different lifespans. Based on Selection, Optimization, and Compensation (SOC) theory and Socioemotional Selectivity Theory (SST), we identify five facets of commitment-based HR and hypothesize that age will have a moderating effect on these facets. We contribute to the existing literature by exploring the various facets of commitment-based HR practices and investigating them both as part of a collective system and separately.
A total of 217 employees working in various private and public industries participated in this study. Our findings reveal that commitment-based HR practices as a collective system is a better predictor for employees’ intrinsic motivation rather than age, which further supports the universal impact and application of these practices. The moderating effects of age showed the same values as the direct effects only on the relationship between incentive policies and intrinsic motivation and work-family spillover and intrinsic motivation. | en_US |
