Effects of “Old-Developed” versus “Young-Developing ......4.4 4.5 4.6 < 30 years old Ages 30 to 39 4.47 b 4.38 a,c,d 4.42 b,d 4.5 b,c Ages 40 to 49 50+ years old Level of job

Effects of “Old-Developed” versus “Young-Developing” Country Type and Age-Related Factors on Work Engagement, Job Satisfaction, &

Organizational Commitment

Authors: Natalia Sarkisian, PhD, Marcie Pitt-Catsouphes, PhD,

Jungui Lee, PhD, Rucha Bhate, and Elyssa Besen

of Talent

GenerationsThe

Study

2 http://www.bc.edu/agingandwork

Acknowledgments

The Sloan Center on Aging & Work is grateful for the generous support of the Alfred P. Sloan Foundation for the Generations of Talent (GOT) Study. We also want to express our appreciation for the patient support of the many people at each of the worksites who collaborated with us to make this study a success.

The principal investigators of the GOT Study are Dr. Marcie Pitt-Catsouphes and Dr. Natalia Sarkisian.

The GOT Study research team included Kathy Lynch, René Carapinha, Jungui Lee, Tay McNamara, Shribha Sahani, and Rucha Bhate.

Our country liaisons are - Brazil: Sharon Lobel; China: Qingwen Xu; India: Madhavi Pundit; Japan: Miwako Kidahashi; Mexico: Celina Pagani Tousignant; the Netherlands: Martijn de Wildt; South Africa: René Carapinha; Spain: Mireia Las Heras & Marc Grau Grau; the United Kingdom: Matt Flynn & Suzan Lewis; the United States: Steve Sweet.

Members of the Sloan Center on Aging & Work’s Communications Team who contributed to the production of this report are: Lindsey Cardoza, Angela Cox, Je’Lesia M. Jones, Chad Minnich, and Gaurie Pandey.

December, 2011

3The Sloan Center on Aging & Work

Table of Contents

Acknowledgments 2

Introduction 4

Age-RelatedFactors 5

WorkEngagement 7

JobSatisfaction 9

OrganizationalCommitment 11

ConsiderationsforEmployers 13

References 15

Copyright©2011BostonCollegeTheSloanCenteronAging&Work


Introduction

Togatherinformationfromaglobalperspectiveabouttheworkexperiencesofemployeesofdiverseages,theSloanCenteronAging&WorkatBostonCollegeconductedastudytitled“GenerationsofTalent”(GOT).Wecollecteddatafrom11,298peopleworkingforsevenmultinationalemployersat24differentworksitesin11countriesinAfrica,Asia,SouthAmerica,NorthAmerica,andEurope.

ThecenterpreparedmanyreportsontheGOT’sfindings.Thisonefocusesonthreedimensionsofworkexperienceofspecialinteresttoemployers:

π workengagement

π jobsatisfaction

π organizationalcommitment

Wepresentinformationfromtwotypesofanalysesrelatedtothesedimensions:π comparisonsoftwoclustersofcountrieswithdistinctiveeconomicand

demographiccharacteristics

π examinationofdifferencesamongemployeesbyage,careerstage,andlifestage

Whenwelookedatthe11countriesinourstudyintermsoftheirdemographicandeconomiccharacteristics,twoclustersemerged:countrieswitholderpopulationsanddevelopedmarketeconomiesandcountrieswithyoungerpopulationsanddevelopingmarketeconomies(seeTable1,below).

Twosimplecriteria—demographicandeconomic—shapedtheframeworkthatdeterminedtheseclusters.Tocomeupwithademographicstandard,weaveragedthepercentagesofthepopulationsinall11countrieswhoare65andolder;theresultwas10.8percent.Wethendeemedcountrieswhoseseniorpopulationsweremorethan10.8percent“older”andthosewhoseseniorpopulationswerelessthan10.8percent“younger.”TheeconomicstandardweusedwastheWorldBank’sdefinitionofhigh-incomecountriesasthosewithagrossnationalincome(GNI)ofmorethan$12,195.

Table1. Twoclustersof“GenerationsofTalent”countries

“Old-developed countries” “Young-developing countries”

Japan Brazil

TheNetherlands China

Spain India

UnitedKingdom Mexico

UnitedStates SouthAfrica

Botswana

Usingthisframeworkasastartingpoint,thisreportusestheGOTdatatoanswertwokeyquestions:

π Doemployeesinold-developedandyoung-developingcountriesperceivetheirworkexperiencesdifferently?

π Areemployees’perceptionsoftheirworkexperiencesinfluencedbychronologicalage,careerstage,andlifestage?


Age-Related Factors

Whenconsideringtheimplicationsofdemographicchangesfortheirorganizations,employersmightwellask,“Whoisayoungerworker?Whoisanolderworker?”Thesequestionsareimportant,becausetheexperienceofageiscomplex,particularlyinthecontextoftheworkplace.Althoughpeopletendtothinkthattheterm“age”refersprimarilytochronologicalage,theexperienceofaginghasmanydimensions.Asthetablebelowshows,thisstudyfocusesnotonlyonchronologicalagebutalsooncareerstageandlifestage(asindicatedbydegreesofresponsibilityforthecareofdependents—obligationscommonlyassociatedwithgenerationalcohorts).

Table2. Threedimensionsoftheexperienceofaging

Chronological age Career stage Life stage

Under30yearsofage Earlycareer Neitherchildcarenoreldercare

Ages30to39 Mid-career Childcareonly

Ages40to49 Latecareer Eldercareonly

Ages50andolder Bothchildcareandeldercare

Whatdifferencesinchronologicalage,careerstage,andlifestagedidtheGOTstudyfindbetweenthemultinationalcompanyemployeesinold-developedcountriesandyoung-developingcountries?i

Peopleyoungerthan30accountforahigherpercentageofemployeesintheyoung-developingcountries(45.8percent)thanintheold-developedcountries(10.1percent).Alowerpercentageofemployeesatworksitesintheyoung-developingcountriesarebetweentheagesof40and49(12.7percent)thanintheold-developedcountries(32.4percent).Similarly,theshareofthosewhoare50andolderissmallerintheyoung-developingcountries(5.6percent)thanintheold-developedcountries(24.9percent).

Figure 1. Chronological age distribution by country clusters (N=9,388)

Source: Generations of Talent Study

0.0

10.0

20.0

30.0

40.0

50.0

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< 30 years old

30 to 39 years old

40 to 49 years old

50+ years old

10.1

32.6 32.4

24.9

45.8

35.8

12.7

5.6

Perc

enta

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i Distributions are calculated using post-stratification weights that adjust for the composition of the workforce at each worksite by age, gender, and part-time/full-time employment status.


Thepercentageofemployeeswhodefinethemselvesasearlycareerishigherintheyoung-developingcountries(47.8percent)thanintheold-developedcountries(22.5percent).Thepercentageofemployeeswhodefinethemselvesasmid-careerislowerintheyoung-developingcountries(47.1percent)thanintheold-developedcountries(58.3percent).Thepercentageofemployeesdefiningthemselvesaslatecareerisonly5.1percentintheyoung-developingcountries;itis19.2percentintheold-developedcountries.

Figure 2. Career stage distribution by country clusters (N=9,223)

Figure 3. Life stage distribution by country clusters (N=8,817)



0.0

10.0

20.0

30.0

40.0

50.0

60.0


Early career

Mid-career

Late career

22.5

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0.0

10.0

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Neither child care nor elder care

Child care

Elder care

Both child care and elder care

45.8

40.3

49.0

28.0

14.9

7.1 6.8 8.2

Perc

enta

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Thepercentageofemployeeswhoprovidechildcareislowerintheyoung-developingcountries(28.0percent)thanintheold-developedcountries(40.3percent).However,manymoreemployeesintheyoung-developingcountriesareprovidingeldercareforparentsandparents-in-law(14.9percent)thanintheold-developedcountries(7.1percent).


Work Engagement

“Workengagement”referstoemployees’positivefeelingsabouttheirwork.Whenemployeesareengaged,theyfindtheirworktobepersonallymeaningful,havepositivefeelingsabouttheirwork,considertheirworkloadstobemanageable,andlookforwardtocontinuedemployment.Theirworkfulfillsthem.

IntheGOTstudy,wemeasuredworkengagementusing11indicatorsadaptedfromtheUtrechtWorkEngagementScale(UWES).1Thisscaleisastandardizedtoolusedworldwidetoassessemployeeworkengagement.FortheGOTstudy,weaskedemployeestonotehowfrequentlytheyexperiencedtheirworkineachof11positiveways.Possiblescoresrangedfromone(never)toseven(always).Averagingthescoresyieldsameasureofworkengagement,withonerepresentingnoengagementandsevenrepresentingmaximumengagement.

Whenwetalliedthescoresofalltherespondents,controllingfordemographicfactors,jobcharacteristics,andage-relatedfactors,iiemployeesworkingintheyoung-developingcountriesshowedahigherlevelofworkengagementonourseven-pointscale(5.77)thandidthoseintheold-developedcountries(5.26).Thedifferenceissmallbutstatisticallysignificant.

Figure 4. Work engagement by country clusters (N=9,545)

ii When evaluating overall differences in all measures of work outcomes between the two country clusters, we controlled for gender, work hours, full-time/part-time status, occupation type, supervisor status, education, income, partnered status, age, career stage, and life stage. Missing data were handled using multiple imputation with chained equations. Values of measures of work outcomes reported in the text and in the figures represent predicted values calculated on the basis of regression equations using mean values of control variables.

Note: The difference is statistically significant at a threshold of p<.05.

1.0

2.0

3.0

4.0

5.0

6.0

7.0


5.265.77

Leve

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Figure 5. Work engagement by chronological age groups (N=9,545)

Note: a=significantly different from those under 30 years of age; b=significantly different from those who are 30 to 39 years old; c=significantly different from those who are 40 to 49 years old; d=significantly different from those those who are 50 and older (p<.05).

iii When evaluating the differences in work outcomes between groups defined by age, career stage, or life stage, we controlled for gender, work hours, full-time/part-time status, occupation type, supervisor status, education, income, partnered status, and country cluster. Missing data were handled using multiple imputation with chained equations. Joint significance tests for groups of dichotomies representing each of the age-related factors were conducted to make decisions regarding the statistical significance of a given age-related factor. Values of work outcomes reported in the text and in the figures represent predicted values calculated on the basis of regression equations using mean values of control variables.

5.2

5.3

5.4

5.5

5.6

5.7

5.8

< 30 years old Ages 30 to 39

5.37 c,d

5.43 c,d

5.64 a,b

5.70 a,b

Ages 40 to 49 50+ years old

Leve

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Levelsofworkengagementdonotvarybycareerstageorlifestage,buttheydovarybychronologicalage.Specifically,workengagementisgreateramongemployeeswhoare50andolder(5.70onourseven-pointscale)andthosebetweentheagesof40and49(5.64)thanitisamongemployeesbetweentheagesof30and39(5.43)andthosewhoareyoungerthan30(5.37).iii


Note: a=significantly different from those under 30 years of age; b=significantly different from those between the ages of 30 and 39; c=significantly different from those between the ages of 40 and 49; d=significantly different from those who are 50 and older (p<.05).

4.2

4.3

4.4

4.5

4.6


4.47 b

4.38 a,c,d

4.42 b,d

4.5 b,c


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Job Satisfaction

“Jobsatisfaction”referstothepleasureattachedtoanemployee’spositiveappraisalofhisorherwork.Itcanbearevealingindicatorofcurrentandfuturebehavioronthejob,influencingworkperformance,absenteeism,andturnover.

IntheGOTstudy,wemeasuredjobsatisfactionusing13indicatorsdrawnfromtwostandardizedscales2,3andfromresearchbytheSloanCenteronAging&Work.Weaskedemployeestorespondto13statements(oneforeachindicator)describingaspectsoftheirwork,usingascalerangingfromone(stronglydissatisfied)tosix(stronglysatisfied).Averagingthescoresyieldsameasureofjobsatisfaction,withonerepresentinglittlesatisfactionandsixrepresentingmaximumsatisfaction.

Controllingfordemographicfactors,jobcharacteristics,andage-relatedfactors,wefindthatjobsatisfactionisaboutthesameforemployeesworkingintheyoung-developingcountriesandintheold-developedcountries.However,jobsatisfactiondoesvarybyage,careerstage,andlifestage.

Controllingfordemographicfactorsandjobcharacteristicsonly,wefindthatjobsatisfactionishighestamongemployeeswhoare50andolder(4.50onoursix-pointscale)andnearlyashighamongthosewhoareyoungerthan30(4.47).Employeesbetweentheagesof30and39evidencedtheleastsatisfactionwiththeirjobs(4.38).Thosebetweentheagesof40and49weresomewhatmoresatisfiedatwork(4.42).

Figure 6. Job satisfaction by chronological age groups (N=9,265)

Jobsatisfactionappearstobehigheramongemployeeswhoconsiderthemselvesintheearlystageoftheircareers(4.48onoursix-pointscale)thanitdoesamongthoseinmid-career(4.40)andinthelatestageoftheircareers(4.38),aftercontrollingfordemographicfactorsandjobcharacteristics.


Note: a=significantly different from early career employees; b=significantly different from mid-career employees; c=significantly different from late career employees (p<.05).

Note: a=significantly different from employees with neither child care nor elder care responsibilities; b=significantly different from employees with elder care responsibilities (p<.05).

4.3

4.4

4.5

4.6

Early career Mid-career

4.48 b,c

4.40 a

4.38 a

Late career

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4.4

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Child care Elder care

4.45 b

4.42

4.39

4.37 a

Both child care and elder care responsibilites

Leve

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atis

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Figure 7. Job satisfaction by career stage groups (N=9,265)

Figure 8. Job satisfaction by life stage groups (N=9,265)

Controllingfordemographicfactorsandjobcharacteristics,wefindthatjobsatisfactionisloweramongemployeeshavingeldercareresponsibilities(4.37onoursix-pointscale)thanitisamongemployeeswithneitherchildcarenoreldercareresponsibilities(4.45).Incontrast,childcareresponsibilitiesdonotappeartobeassociatedwithlowerjobsatisfaction.


Organizational Commitment

“Organizationalcommitment”generallyreferstotherelativestrengthofaperson’sinvolvementinaparticularorganization—forourpurposes,anemployee’sinvolvementintheorganizationwhereheorsheworks.Amongthedimensionsofthisinvolvementareastrongpsychologicalattachmenttoandacceptanceoftheorganization’sgoalsandvalues,awillingnesstoexertconsiderableeffortonbehalfoftheorganization,andastrongdesiretoremainintheorganization.

FortheGOTstudy,wemeasuredthesedimensionsusingtheorganizationalcommitmentscaleadaptedfromMowdayetal.(1979)4bytheNationalOpinionResearchCenterforitsGeneralSocialSurveyoftrendsintheUnitedStates.Weaskedemployeestoratetheiragreementwithninestatementsreflectingtheircommitmenttotheiremployers,onascalerangingfromone(stronglydisagree)tosix(stronglyagree).Averagingthescoresyieldsameasureoforganizationalcommitment,withonerepresentinglittlecommitmentandsixrepresentingmaximumcommitment.

Controllingfordemographicfactors,jobcharacteristics,andage-relatedfactors,wefindthatorganizationalcommitmentishigheramongemployeesintheyoung-developingcountries(4.6)thanitisamongemployeesoftheold-developedcountries(4.22).

Figure 9. Organizational commitment by country clusters (N=9,802)

Note: The difference is statistically significant at a threshold of p<.05.

1.0

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4.224.60

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Organizationalcommitmentdoesnotvaryeitherbycareerstageorlifestage,butitdoesvarybychronologicalage.Controllingfordemographicfactorsandjobcharacteristics,wefindthatorganizationalcommitmentforemployeesaged40-49(4.50)andthoseaged50andabove(4.52)ishigherthanthatforemployeesunder30yearsofage(4.38)andthoseaged30-39(4.32).

Note: a=significantly different from those under 30 years of age; b=significantly different from those between the ages of 30 and 39; c=significantly different from those between the ages of 40 and 49; d=significantly different from those who are 50 and older (p<.05).

4.2

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4.32 c,d

4.50 a,b

4.52 a,b


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Figure 10. Organizational commitment by chronological age groups (N=9,802)


Considerations for Employers

π Employerswithworksitesinthe“old-developed”countriesmayfindthattheyhaverelativelyolderworkforces.Theseemployersmayneedtofocustheirattentiononassessingtheirtalentmanagementpoliciestoprovidemoreadvancementopportunitiesforworkersaged40andolder.

π Employerswithworksitesintheyoung-developingcountriesmayfindthattheyhaverelativelylargepercentagesofearlycareeremployees.Theseemployersmightconsiderinnovativewaystoprovidetheseemployeeswithexperiencesthatwillfacilitatesmoothtransitionstomid-careerandpreparethemforleadershiproles.Inaddition,theseemployersmightconsiderhowwellthebenefitstheyoffermatchtheneedsofparticularagecohortsindifferentcareerstages.

π Employerswithworksitesintheold-developedcountriesmayfindthatrelativelylargepercentagesoftheiremployeeshavechildcareresponsibilities.Employerswithworksitesinyoung-developingcountriesmayfindthatrelativelylargepercentagesoftheiremployeeshaveeldercareresponsibilities.Bothgroupsofemployersmightevaluatehowdemandsassociatedwiththeseresponsibilitiesaffecttheirworkers.Theycouldofferschedulingflexibility,ensuringthatsupervisorssupportthepracticeandunderstandtheunpredictabledemandsofcaregiving.

π Employerswithworksitesinold-developedcountriesneedstrategiestostrengthentheiremployees’workengagementandorganizationalcommitment.Thecompaniescouldassesswhetherspecificbenefitsincreasetheworkengagementororganizationalcommitmentoftheirworkforces.Toidentifysuchbenefits,employersmustkeepinmindthatworkengagementandorganizationalcommitmentaredistinctfromjobsatisfaction:eventhoughemployeesinold-developedcountriesreportlowerworkengagementandorganizationalcommitmentthanthoseinyoung-developingcountries,thetwocountryclustersdonotdifferintermsofjobsatisfaction.Itispossible,however,thatthesamefactorsthatsuppressworkengagementandorganizationalcommitmentamongemployeesinold-developedcountriesalsolowerjobsatisfaction,butareoutweighedbysomeother,compensatingfactor—onethatenhancesjobsatisfactionbuthasnoeffectonworkengagementandorganizationalcommitment.Thus,effortstoenhanceworkengagementandorganizationalcommitmentinold-developedcountriesmightservetoincreasejobsatisfaction,afterall.

π Giventherelativelylowlevelsofworkengagementandorganizationalcommitmentamongtheyoungeremployeeswesurveyed,employersmightpayparticularattentiontowhatmotivatesmembersofthisgrouptoengagewiththeirworkandbeloyaltotheircompanies.Supportforprofessionaladvancementisonepossibility.


π Giventhatworkengagementandorganizationalcommitmentdonotvarybycareerstageandlifestage,employerswishingtostrengthemthemmightlookforincentivesthatarevaluabletoallemployeesratherthanonlytospecificgroups.

π Employerscouldexaminewhethertheirownemployeesinthe30-to-39agegroupexhibitthedipinjobsatisfactionthatweobservedforthatagegroupinourstudy.Companiesthatfindthispatterncantrytoidentifyjobcharacteristicsandworkexpectationsthatlowerjobsatisfactioninthisagegroup.

π Mid-careerandlatecareeremployeesinthisstudyevidencedlesssatisfactionwiththeirjobsthanearlycareeremployeesdid.Thisfindingshouldpromptemployerstopayspecialattentiontothesegroups.Forinstance,employerscouldassesswhethermid-careerandlatecareeremployeesaremoresatisfiedwithsomeadvantagesoftheirjobs(forexample,healthandwellnessprograms)andlesssatisfiedwithothers(forexample,traininganddevelopmentopportunities)andaddressdeficiencies.

π Employerswhofindreducedjobsatisfactionamongemployeeswitheldercareresponsibilitiescouldassesswhetherspecifictypesofbenefitsimprovemoraleforthisgroup.


References

1 Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short

questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701-716.

2 Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations

across nations,(2nd ed). Thousand Oaks, CA: Sage Publications.

3 Tsui, A. S., Egan, T. D., & O’Reilly, C. A., III. (1992). Being different: Relational demography and organizational

attachment. Administrative Science Quarterly, 37(4), 549-580.

4 Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal

of Vocational Behavior, 14, 224-247 as adapted in the GSS 1991.


About the Sloan Center on Aging & Work

Establishedin2005,theSloanCenteronAging&WorkatBostonCollegepromotesqualityofemploymentasanimperativeforthe21stcenturymulti-generationalworkforce.Weintegrateevidencefromresearchwithinsightsfromworkplaceexperiencestoinforminnovativeorganizationaldecision-making.Collaboratingwithbusinessleadersandscholarsinamulti-disciplinarydialogue,thecenterdevelopsthenextgenerationofknowledgeandtalentmanagement.Sinceourfounding,wehaveconductedmorethan20studiesincollaborationwithemployers:forexample,studieson“Age&Generations,”“TalentManagement,”and“GenerationsofTalent.”Studiesunderwayare“AssessingtheImpactofTimeandPlaceManagement”and“EngagedasWeAge.”TheSloanCenteronAging&WorkisgratefulforthecontinuedsupportoftheAlfredP.SloanFoundation.FormoreinformationabouttheSloanCenteronAging&WorkatBostonCollege,pleasevisit:http://agingandwork.bc.edu.Contactus:TheSloanCenteronAging&Work140CommonwealthAvenue3LakeStreetBuildingChestnutHill,MA02467Phone:617.552.9195•Fax:[email protected]

About the Generations of Talent (GOT) Study

Togatherbusiness-relevantinformationabouttheworkexperiencesofemployeesofdiverseageswhoworkindifferentcountries,theSloanCenteronAging&WorkatBostonCollegeconductedtheGenerationsofTalent(GOT)Study.

FromMay2009throughNovember2010,theSloanCenteronAging&Workcollaboratedwithsevenmultinationalcompanies.Intotal,24worksitesin11countriesparticipatedinthestudy,and11,298employeesrespondedtothesurvey.Employeeswereinvitedtocompleteone30-minuteonlinesurveyduringworktime,whichtheywereabletoaccessonasecurewebsite.ThesurveywastranslatedintoJapanese,MandarinChinese,BrazilianPortuguese,andSpanish.

Thesurveyconsistsofcorequestions(questionsthatwereincludedinthesurveysmadeavailabletoeachrespondent)andmodulequestions(additional,complementaryquestions,asubsetofwhichwasrandomlyassignedtotherespondents).Thesurveyfocusedonemployees’perceptionsoftheirworkexperiences,workplace-basedresources,demographicinformation,andemployees’assessmentsoftheirhealthandwell-beingatworkandintheirlivesingeneral.


OtherReportsfromtheGenerationsofTalentStudyCurrentlyAvailable

Pitt-Catsouphes,M.,Sarkisian,N.,Carapinha,R.,Bhate,R.,Lee,J.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Brazil.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Pitt-Catsouphes,M.,Sarkisian,N.,Carapinha,R.,Bhate,R.,Lee,J.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in China.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Sarkisian,N.,Pitt-Catsouphes,M.,Bhate,R.,Carapinha,R.,Lee,J.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in India.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Sarkisian,N.,Pitt-Catsouphes,M.,Lee,J.,Bhate,R.,Carapinha,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Japan.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Sarkisian,N.,Pitt-Catsouphes,M.,Carapinha,R.,Lee,J.,Bhate,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Mexico.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Pitt-Catsouphes,M.,Sarkisian,N.,Bhate,R.,Lee,J.,Carapinha,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Spain.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Pitt-Catsouphes,M.,Sarkisian,N.,Lee,J.,Carapinha,R.,Bhate,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the Netherlands.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Sarkisian,N.,Pitt-Catsouphes,M.,Lee,J.,Carapinha,R.,Bhate,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the United Kingdom.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

Sarkisian,N.,Pitt-Catsouphes,M.,Bhate,R.,Lee,J.,Carapinha,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the United States.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.

ForalloftheSloanCenteronAging&Workpublications,visitourwebsiteatwww.bc.edu/agingandwork.

Documents

Effects of “Old-Developed” versus “Young-Developing ......4.4 4.5 4.6 < 30 years old Ages 30 to 39 4.47 b 4.38 a,c,d 4.42 b,d 4.5 b,c Ages 40 to 49 50+ years old Level of job