Significant demographic changes and working population aging represent a central challenge of modern human resource management, especially in the public sector. The purpose of this research was examining how organizational factors influence the willingness of public employees to continue working after reaching retirement age, with a comparative framework placed in an international context, including specific American and German data.
The results of a questionnaire survey on a sample of Slovenian public officials show that factors such as perceived organizational support (β = 0.352; p < 0.001), lifelong learning opportunities (β = 0.296; p < 0.001), and working time flexibility (β = 0.241; p < 0.01) significantly influence the willingness to extend working activity after retirement age.
A comparative analysis of an international sample reveals shortcomings in the development of active aging strategies in Slovenian public organizations and highlights the need for targeted development of inclusive work experiences. Accordingly, several proposals have been made, including the introduction of flexible work arrangements for senior employees (reduced working hours, hybrid or remote work for employees over 50), strengthening leadership competences for managing multi-generational teams (introducing mandatory training for managers on the topic of aging public employees, managing diversity, and preventing age discrimination), promoting the transfer of knowledge between generations like mentoring programs when senior employees pass their professional knowledge and institutional memory to younger employees, formally including older public employees in decision-making processes (project teams and strategic discussions), and eliminating age stereotypes at the organizational level through awareness workshops, campaigns, and transparent organizational policies.
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