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Perceived Work Ability: A Constant Comparative Analysis of Workers' Perspectives.

Alyssa K McGonagle1, Tarya Bardwell1, Jonathan Flinchum1

  • 1Department of Psychological Science, University of North Carolina at Charlotte, 9201 University City Boulevard, Charlotte, NC 28223-0001 USA.

Occupational Health Science
|May 16, 2022
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Summary

Understanding perceived work ability (PWA) is key for talent retention and well-being. This study highlights non-work demands and job resources like support, autonomy, and flexibility as crucial for maintaining PWA.

Keywords:
Inductive researchJob resourcesPerceived work abilityPersonal resourcesQualitative study

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Area of Science:

  • Occupational Health Psychology
  • Human Resources Management
  • Sociology of Work

Background:

  • Perceived work ability (PWA) is vital for sustained employment and worker well-being.
  • Existing research often overlooks non-work factors impacting PWA.
  • A qualitative, inductive approach is needed to capture nuanced individual experiences.

Purpose of the Study:

  • To explore participants' lived experiences of work ability hindrances and maintenance strategies.
  • To identify individual and organizational factors influencing perceived work ability.
  • To provide an in-depth understanding of perceived work ability through an inductive lens.

Main Methods:

  • Qualitative study involving 301 U.S. workers reporting hindrances to work ability.
  • Analysis of open-ended responses regarding hindrances, personal strategies, and employer supports.
  • Constant comparative analysis to identify themes and patterns in participant data.

Main Results:

  • Non-work demands (family, finances) significantly hinder work ability.
  • Personal strategies for maintaining work ability (health, work optimization) depend on job resources.
  • Organizational resources like support, autonomy, and flexibility are key to maintaining work ability.

Conclusions:

  • Organizations should prioritize job resources to support worker perceived work ability.
  • Addressing non-work demands and leveraging job resources can enhance talent retention and well-being.
  • Future interventions should focus on creating supportive work environments that foster perceived work ability.