Review Essay A personal perspective on aging and productivity, with particular reference to physically demanding work

Shephard, Roy J.

doi:10.1080/00140139508925135

Cited by 12 publications

(6 citation statements)

References 64 publications

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“…Several studies have shown that there are large individual differences between older individuals with respect to performance, cognitive capacity, training ability, physical capacity, and motivation (Shephard. 1995;Stern & Alexander.…”

Section: Discussionmentioning

confidence: 99%

“…Popular sentiments about age-related reductions in productivity notwithstanding, McEvoy and Cascio ( 1989) state that there is persuasive evidence from different studies across a wide variety of jobs that no general relation between age and performance exists. Only the ability to cope with physical strain decreases with age (Shephard, 1995). Employees whose jobs are physically demanding are therefore more likely to run into difficulties and to perform less well as they grow older.…”

Section: Organizational Contextmentioning

confidence: 99%

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Supervisors' Attitudes About the Early Retirement of Subordinates¹

Henkens

2000

J Applied Social Pyschol

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This article presents the results of a study among 273 supervisors regarding the early retirement of older subordinates. The assumption is that attitudes of supervisors will stimulate early retirement in downsizing organizations and organizations where the employees are exposed to physical pressures. Next, the performance of older employees and supervisors' expectations regarding future performance are deemed important. The results show that supervisors are not in favor of encouraging large numbers of older employees to continue working until official retirement age (65 years). The results suggest that supervisors' attitudes are only weakly influenced by overall corporate goals, such as achieving a younger work force and decreasing employment, and that expectations regarding the loss of human capital and health and sickness absenteeism are important in retirement/retention recommendations.

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Section: Discussionmentioning

confidence: 99%

Section: Organizational Contextmentioning

confidence: 99%

Supervisors' Attitudes About the Early Retirement of Subordinates¹

Henkens

2000

J Applied Social Pyschol

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“…McEvoy and Cascio (1989) indicate that there is persuasive evidence (from different studies focusing on a wide variety of jobs) that no general relationship between age and performance exists. Only, the ability to cope with physical strain decreases with age (Shephard, 1995). We hypothesize that in organizations where physical demands on older workers are greater, stereotypes regarding older workers will be more negative (hypothesis 3).…”

Section: Theoretical Frameworkmentioning

confidence: 94%

Stereotyping Older Workers and Retirement: The Managers' Point of View

2005

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This article presents the results of a study into stereotyping by managers of their older workers and the influence of these stereotypes on the inclination of managers to keep their older workers in employment. The data for the study were gathered among 796 managers. Through principal components analysis, 15 opinions about older workers were reduced to three dimensions of stereotypes. The first dimension deals with the productivity of older staff; the other two dimensions have to do with their reliability and their adaptability. These stereotypical ideas about older workers influence managers' attitudes toward the retirement of their employees. The analyses show that, besides organizational factors, psychological mechanisms also explain why people view older workers through stereotypes. Managers who are older and in more frequent contact with older employees tend to hold more positive views.

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“…The workplace does not escape ageism (Perry et al , 1996; Redman and Snape, 2002). For example, although a systematic relationship between ageing and decline in productivity has not been established (Shepard, 1995; Volkoff et al , 2000), numerous studies have shown that older workers are perceived as less competent and less motivated than their younger colleagues (Chiu et al , 2001; Hummert, 1999).…”

Section: Introductionmentioning

confidence: 99%