2021 Volume 21 Issue 3 Pages 43-62
The population structure of Japan has a declining working-age population （15–64 years）. In this environment, personnel management of middle-aged to older workers is ever more important. For middle-aged to older workers, the age limit system for managerial personnel and reemployment after retirement are important personnel management systems, which can lead to career turning points. Therefore, to consider the measures to take in response to the merits and demerits of both policies, this research will examine the current condition of middle-aged to older workers who are affected by either of the policies instead of the personnel management situation. Specifically, the purpose of the research is to examine the current condition and determinants of work engagement among individuals affected by the age limit system for managerial personnel and reemployment after retirement.
A study was conducted using an Internet survey through Macromill, Inc. with questionnaires targeted at middle-aged to older workers （40 to 64 years）, including those affected by the age limit system for managerial personnel and reemployment after retirement.
The sample categories are as follows: 452 were affected by the age limit system for managerial personnel, 528 were affected by reemployment after retirement, and 3351 were not affected by either policy. The main results of the analysis are discussed below:
1. The work engagement scores of those affected by the age limit system for managerial personnel and reemployment after retirement were not lower than those who were not affected by either policy.
2. In those who were not affected by either of the policies, the psychological contract had a positive influence on work engagement. On the other hand, no significant positive influence were observed among those affected by the age limit system for managerial personnel and reemployment after retirement.
3. In those affected by the age limit system for managerial personnel and reemployment after retirement, servant leadership and psychological safety had a positive influence on work engagement.
4. In all categories, job crafting and knowledge broking had a positive influence on work engagement.
Hence, the strengths and weaknesses of personnel management related to servant leadership, psychological safety, job crafting and knowledge broking in the workplace are key issues to improve work engagement.
