China is facing a rapidly ageing population, with almost a quarter of its population over the standard retirement age in many regions of 60 years. This coincides with a declining birth rate and given more flexible retirement policies, the workforce itself is getting older. Research in the International Journal of Economics and Business Research recognises that within this workforce, older, experienced knowledge workers are a growing human resource asset. Understanding their needs and ensuring they are not so disenfranchesed that they take retirement as early as possible is now high on the organisational agenda and a critical part of modern management.
The research emphasises career capital, a concept that brings together human capital, social capital, and decision-making capital. Human capital refers to an individual’s skills, knowledge, and experience. Social capital encompasses professional networks and relationships. Decision-making capital involves accumulated judgement and problem-solving abilities. The research found that these all contribute to ongoing professional effectiveness in the later stages of employment.
Two psychological factors specifically were identified as important in mediating the relationship between career capital and workplace success: self-efficacy and job crafting. Self-efficacy is an individual’s belief in their abilities, while job crafting refers to the adjustment they make to tasks and work relationships to align with personal strengths and interests. The accumulation of skills, networks, and decision-making abilities are all fully realised when older employees feel capable and empowered to shape their roles.
In an effort to ensure older employees are not disenfranchised and continue to play an important role, the researchers suggest that the various dynamics at play need to be integrated into a new model of human resource management. This model should pay attention to different forms of career capital, activation of self-efficacy and adaptability, and flexible organisational support strategies tailored to age-specific needs. If such an approach is implemented, organisations will be able to sustain productivity, encourage innovation, and preserve the professional value of older knowledge workers.
Wei, J-l. and Chen, C-s. (2026) ‘Exploring the impact of older knowledge workers’ career capital on career success: with self-efficacy and job crafting as mediators and perceived organisational support as a moderator’, Int. J. Economics and Business Research, Vol. 30, No. 1, pp.1–28.
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