# Work performance of middle-aged and elderly employees in hotel industry: the moderating effects of organizational support and age discrimination

## TL;DR

This study explores how job satisfaction and organizational support affect the work performance of middle-aged and elderly hotel employees, considering the impact of age discrimination.

## Contribution

The study introduces the moderating roles of organizational support and age discrimination in the relationship between job satisfaction and job performance for re-employed older workers.

## Key findings

- Three-dimensional capital positively influences job performance of middle-aged and elderly employees.
- Job satisfaction mediates the relationship between three-dimensional capital and job performance.
- Perceived organizational support enhances the effect of job satisfaction on performance, while age discrimination weakens it.

## Abstract

With the acceleration of the process of social aging, the re-employment of middle-aged and elderly people has gradually attracted the attention of society. Due to the relatively low barrier to entry, the hotel industry is favored by middle-aged and elderly people who are re-employed. This study analyzes the impacts of the three-dimensional capital on the job performance of middle-aged and elderly employees and investigates how organizational support and age discrimination moderate the effect of job satisfaction on job performance. A self-administered questionnaire was distributed to 400 hotel employees using convenience sampling. First, the three-dimensional capital has a positive impact on the job performance of both middle-aged and elderly employees; second, Job satisfaction has a mediating effect between the three-dimensional capital and the job performance of middle-aged and elderly employees; third, perceived organizational support positively moderates the effect of job satisfaction on job performance of middle-aged and elderly employees, and age discrimination perception negatively moderates the effect of job satisfaction on job performance of middle-aged and elderly employees. Theoretical and practical implications, as well as limitations and future research directions, are discussed.