Age Management as a Tool for the Demographic Decline in the 21st Century: An Overview of its Characteristics

Abstract

Abstract

Attitudes toward elderly workers and perceptions of integrated age management practices

“…Employers would rather retain older workers than recruit them, and are expecting a larger cost-productivity gap; thus, they consider wage subsidies to be an effective measure to extend working lives [7]. In general, an experienced, skilled workforce is needed and, as a result, concepts of age management are requested by organizations and are motivating them to develop and maintain key skills and ensure knowledge transfer [8][9][10][11].…”

Ergonomic Intrusions for the Ageing Industry and Workforce

“…In accordance with Fabisiak and Prokurat, in the milieu of workforce ageing, the future competitiveness of industries and the whole economies will be subject to the older workers' skill usages, productivities, and executions [13]. Therefore, workplaces and industries need to change in the human resource plans and labour market policies.…”

Organizational Hindrances to the Retention of Older Healthcare Workers

“…Age management entails balancing the interests and needs of different age groups in an organization, and enabling older workers to maintain their work ability and motivation through various work accommodations (Bal et al 2015;Brooke & Taylor 2005;Grima 2011;Hasselhorn & Apt 2015;Naegele & Walker 2006). Through age-conscious HR policies, employers can offer work accommodations that maintain the functions of older workers (Fabisiak & Prokurat 2012;Fuertes et al 2013;Ilmarinen 2006), corresponding to potential motivational changes over the life course (Carstensen 1995;Kanfer & Ackerman 2004). To be successful, age-management initiatives must be adapted to the complex decision-making process that employees use before retirement, recognizing the importance of individual differences (Fridriksson et al 2017;Nilsson 2016;Nilsson et al 2011;Oakman & Wells 2016) and that top-management support can be critical for successfully managing diversity-including of age-at the workplace level (Kossek et al 2006).…”

“…For example, older workers can contribute their labor power, experience, and specific skills, in return receiving remuneration from the organization in terms of income, benefits, and access to social networks. From an employer perspective, Conen et al (2011) presented two reasons for organizations to retain and recruit older workers: the business-cycle hypothesis emphasizes the employers' interest in avoiding labor shortages over time; the human-capital hypothesis stresses that older workers can be desirable to employers for their experience, specific skills, and contributions to ensure knowledge transfer to younger employees (Fabisiak & Prokurat 2012;Fuertes et al 2013;Nilsson & Nilsson 2017).…”