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Finds different kinds of volunteering behaviors are determined by different goals when comparing status associated with volunteer activities and time and energy constraints; data based on a Dutch sample of 455 people.

PurposeThe article's aim is to introduce the papers contained in this special issue of the Journal of Managerial Psychology.Design/methodology/approachSpecifically the present article starts by discussing the meaning of the factor age and by considering who is actually termed an older worker. Next, the consequences of cognitive, physical and mental changes during the aging process for work and organizations are being discussed. Before presenting a general introduction to the research contributions that are included in this special issue, a plea is made for a more positive approach to older employees. The article presents a literature review, a discussion of the main topics and suggestions for future pathways for research and HRM.FindingsIt is indisputable that some cognitive, physical and mental changes take place while people grow older. However, what is less certain is how these changes impede on employees' well‐being. Recently, scholars seem to agree that the picture is not as negative as one used to think.Research limitations/implicationsThe implications are: use different conceptualizations of age; focus on the process of aging instead of on age as a factor; shift the focus from managing threats to creating opportunities.Practical implicationsIt is in both employers' and employees' interest to make the best use of employees of all ages and to manage employees in accordance with individual attributes and capacities rather than by making assumptions based on age.Originality/valueThe article frames the issues and sets the stage for a more positive approach towards older workers.

Using a cross-cultural sample of 17,538 managers from 24 countries, this study explores the interrelationships between McClelland's motives and specific aggregate-level cultural dimensions and personality factors. The results reveal significant relationships between the Achievement, Affiliation, and Power Motives, and the cultural dimensions of Performance Orientation, Humane Orientation, and Power Distance, respectively. Support for posited relationships between the managers' motives and aggregate-level personality, as measured by the Big Five factors, was also obtained. Finally, the results demonstrate that the relationships between McClelland's motives and managers' aggregate-level Big Five factors are moderated by the cultural dimensions of Performance Orientation, Humane Orientation, and Power Distance.

This study investigates workers' early retirement intention among blue- and white-collar workers along two processes as described in the Job Demands—Resources model: (1) an energetic process wherein job demands are associated positively with early retirement intention through perceived ill-health, and (2) a motivational process wherein job resources are associated negatively with early retirement intention through work enjoyment. Analyses are based on 1812 Belgian workers aged 45 or older. Results from structural equation modelling provided support for the motivational process, with a stronger relationship between job resources and work enjoyment among blue-(vs white-) collar workers. The energetic process was not supported: the relationship between job demands and early retirement intention was direct and not indirect through perceived ill-health, and this relationship was stronger among white- (vs blue-) collar workers.

Although potentially beneficial, task conflict may threaten teams because it often leads to relationship conflict. Prior research has identified a set of interpersonal factors (e.g., team communication, team trust) that help attenuate this association. The purpose of this article is to provide an alternative perspective that focuses on the moderating role of performance-related factors (i.e., perceived team performance). Using social identity theory, we build a model that predicts how task conflict associates with growth in relationship conflict and how perceived team performance influences this association. We test a three-wave longitudinal model by means of random coefficient growth modeling, using data from 60 ongoing teams working in a health care organization. Results provide partial support for our hypotheses. Only when perceived team performance is low, do task conflicts relate with growth in relationship conflict. We conclude that perceived team performance seems to enable teams to uncouple task from relationship conflict.