Socioemotional selectivity theory at work

Socioemotional selectivity theory has emerged as a prominent motivational theory of lifespan development and suggests that as individuals age, their future time perspective shifts such that they start to view “time” as time left in life rather than time since birth (Carstensen, Reference Carstensen2006). The tenets of SST are based on three assumptions: (a) social interaction is core to survival; (b) humans are inherently agentic, and behaviors are guided by the expectancy of goal realization; and (c) because individuals hold multiple and sometimes opposing goals, the selection of goals directs subsequent behavior (Carstensen et al., Reference Carstensen, Isaacowitz and Charles1999). In general, research suggests that older adults perceive their future time as more limited compared with younger adults (Lang & Carstensen, Reference Lang and Carstensen2002). When future time perspective is perceived as expansive, future-oriented and knowledge-related goals are prioritized, whereas a limited time perspective leads to a here-and-now orientation involving goals related to feeling states, emotional meaning, and satisfaction (e.g., generativity, emotion regulation; Carstensen et al., Reference Carstensen, Isaacowitz and Charles1999). It should be noted, however, that future time perspective is considered to be malleable, and social goals change in both younger and older people when varying constraints are imposed (Carstensen et al., Reference Carstensen, Isaacowitz and Charles1999). With this caveat in mind, the core proposition of SST suggests that perceptions of time lead to the ranking, selection, and execution of behaviors geared toward specific goals.

Although considerably less research has examined SST in the workplace, a growing body of research has suggested that the motivational effects of future time perspective have implications in occupational settings (e.g., Fasbender et al., Reference Fasbender, Burmeister and Wang2020; Rudolph et al., Reference Rudolph, Kooij, Rauvola and Zacher2018; Wang et al., Reference Wang, Burlacu, Truxillo, James and Yao2015). Perhaps more relevant to the present discussion, occupational future time perspective builds on the tenets of SST and has been used to describe employees’ perceptions of how much time and opportunities they have left until they retire from work (Fasbender et al., Reference Fasbender, Wöhrmann, Wang and Klehe2019; Rudolph et al., Reference Rudolph, Kooij, Rauvola and Zacher2018; Zacher & Frese, Reference Zacher and Frese2009). For younger workers, these motivational differences manifest as the prioritization of goals relating to knowledge acquisition, career planning, and the development of skills and abilities that will pay off in the future. Older workers, by contrast, may focus on more present-orientated goals such as regulating their emotions to be positive and pursuing positive social relationships with others.

Compared with younger workers, older employees have been found to be more cooperative and less competitive, report greater organizational commitment, and have more positive job attitudes (D’Amato & Herzfeldt, Reference D’Amato and Herzfeldt2008; Kanfer & Ackerman, Reference Kanfer and Ackerman2004; Wong et al., Reference Wong, Gardner, Lang and Coulon2008). Using SST as a theoretical lens to understand these findings, with diminishing levels of perceived time and opportunities in their occupational future, employees are more likely motivated by socioemotional goals to create positive and meaningful social experiences in the workplace (Henry et al., Reference Henry, Zacher and Desmette2015; Zhan et al., Reference Zhan, Wang and Shi2015).

Using socioemotional selectivity theory to enhance P-E fit

Armed with a proper conceptualization of SST and the effects of future time perspective in occupational settings, the integration of SST into the process model can provide additional insights into successful aging at work. The theory provides specific goal categories (i.e., knowledge-based goals vs. emotional goals) that are influenced by an individual’s future time perspective. The process model presented by the focal article outlines the processes of goal engagement and disengagement. Acknowledging goal type should have a direct effect on the extent to which certain goals lead to perceptions of P–E fit, and these perceptions should vary with age due to its relationship with future and occupational time perspective (Rudolph et al., Reference Rudolph, Kooij, Rauvola and Zacher2018). An understanding of SST allows managers to structure the work environment, set goals, and provide resources to align with the changing needs of workers as they age (i.e., goals relating to emotional well-being, relationships, etc.).

According to Buyens et al. (Reference Buyens, Van Dijk, Dewilde and De Vos2009), practices aimed at prolonging the participation of older workers in the labor market should be tailored to the specific needs, perceptions, and preferences of older workers. In light of findings suggesting that perceptions of remaining time are positively associated with contextual variables (e.g., work environment, job characteristics), organizations should target these variables to improve outcomes for older workers (Henry et al., Reference Henry, Zacher and Desmette2017). Building on the recommendations presented by the focal article, practice recommendations to motivate older workers based on SST offer a way to reduce anticipated or experienced misfit between what an organization supplies and what an aging employee needs. Using the tenets of SST, along with the process model presented by the focal article, we provide practical suggestions for (a) performance management and feedback, (b) facilitating self-regulation behaviors and increasing personal resources, and (c) structuring the work environment.