The aging of the workforce and the impending labour force shortage at the skilled end of the labour market increases the need for organizations to understand how to “re-engage” older workers with low commitment and reduce the turnover intentions of committed older knowledge workers. The current study addresses this issue by using employee commitment and intent to turnover scores to classify older knowledge workers into four groups: Disengaged-Exiters, Engaged-High-Performers, Retired-on-the-Job and Exiting-Performers. The purpose of this paper is to identify a set of work factors and practices that predispose older knowledge workers to fall into one or another of the four groups and offer suggestions on how organizations can increase commitment and decrease intent to turnover of their older workers.
The paper used survey data (n=5,588) from a Canadian national study on work, family and caregiving to test the framework. Data analysis was performed using a MANCOVAwith one independent variable (Boomer group), four dependent variables (job satisfaction, non-supportive culture, supportive manager, work-role overload) and one covariate (gender).
The results support the framework. The findings suggest organizations that wish to retain committed Baby Boomers need to address issues with respect to workload. Alternatively, organizations who wish to increase the commitment levels of Boomers who have “Retired-on-the-Job” need to focus on supportive management, organizational culture and career development.
This paper contributes to the literature on organizational commitment and intent to turnover by re-conceptualizing the relationship between these traditional concepts.

Additional Metadata
Keywords Baby Boomers, Intent to turnover, Job satisfaction, Organizational commitment, Supervisor support, Work-role overload
Persistent URL dx.doi.org/10.1108/JOCM-05-2014-0106
Journal Journal of Organizational Change Management
Duxbury, L, & Halinski, M. (Michael). (2014). Dealing with the “Grumpy Boomers”: Re-engaging the disengaged and retaining talent. Journal of Organizational Change Management, 27(4), 660–676. doi:10.1108/JOCM-05-2014-0106