Perceived work ability, or one's perceived ability to continue working in their current job, is important to understand in order to inform efforts to retain talent and promote worker well-being. The current study offers a unique contribution by taking an inductive approach, giving participants voice to describe their own work ability experiences. Participants (N = 301) who were working at least 30 h a week in the U.S. and reported one or more hindrances to work ability responded to four open-ended questions about hindrances to work ability, individual strategies for maintaining work ability, and employer supports for maintaining work ability. Using constant comparative analysis, we corroborated existing work ability research and theory, along with unique contributions that enhance our understanding of perceived work ability. Notably, non-work demands, such as family obligations and lack of financial resources are under-examined, yet emerged as important work ability hindrances in this study. We also uncovered several personal strategies to help maintain WA (e.g., maintaining health and using work strategies to optimize functionality) that are dependent upon available job resources (e.g., support, autonomy, and flexibility). Ultimately, job resources of support, job control, and flexibility emerged as the most powerful leverage points for organizations to help workers maintain WA. Findings suggest that future efforts to support workers' work ability should include these resources.
Keywords: Inductive research; Job resources; Perceived work ability; Personal resources; Qualitative study.
© The Author(s), under exclusive licence to Springer Nature Switzerland AG 2022.