Abstract
In this chapter, we will focus on theories, processes and practices relevant to the training and development of older workers. While there are many facets to consider in this literature, we will focus on four areas: (1) the impact of theories, stereotypes, and beliefs about the ability and motivation of older workers to learn and develop; (2) actions taken by older workers to expand their growth and performance (e.g., informal learning and job-crafting); (3) the context that fosters the continued learning and development of workers with a particular emphasis on the social support mechanisms that impact older workers; and, (4) processes that facilitate older worker creativity and innovation. The chapter concludes with recommendations for future research in this area as well as practical recommendations to foster the continuous growth and performance of older workers.
This chapter focuses on the aspects related to training, development and learning processes for older workers in the workplace. The experience of job control contributes to positive feelings that energize employees and motivates them to persist in their creative pursuits despite obstacles and setbacks. Such managerial behaviors will also help to sustain the motivation of employees to continue their development. According to the human capital theory, providing learning, training, and development opportunities for older workers is a rational investment that will increase the value of the organization's human capital. The mindset of supervisors has an important role in understanding training willingness of older workers as well. According to aging theory the needs and motivations of individuals change over time and will become more diverse. As the global workforce continues to age, it is imperative to understand and delineate the conditions that motivate older workers to continue to learn as well as develop creative approaches and ideas at work.