The Needs of Older Workers in Marketing Organizations

Acompora, Andy; Boissoneau, Robert

doi:10.1300/j090v15n02_08

Cited by 4 publications

(7 citation statements)

References 1 publication

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“…There are common held beliefs that some individuals as they age "revert back to child-like dependency and characteristics, which fulfills the perspective of old age" (Acompora and Boissoneau, 1997). Older employees often face the challenge of having to "dispel such myths to gain acceptance in the new post" especially in situations where organizations may need to decide to either "offer career extension, an alternative job, or a causal or part-time position to an older employee" (Acompora and Boissoneau, 1997). Some employees in organizations may perceive older employees to not be as productive as the younger employees.…”

Section: Age and Productivitymentioning

confidence: 99%

“…), confirmed to the US Senate that, "workers sixty and older perform as well as or better than younger workers in quality and quantity." To further support the hiring of older workers it should be noted that in performing their daily work, as compared to their younger counterparts, "…older workers show more caution before extending responsibilities or pursuing new areas…have past experiences to use as well developed yardsticks in making decisions" (Acompora and Boissoneau, 1997). Organizations need to be cautious in interpreting the above results in no way do they imply that older workers are in any way inflexible.…”

Section: Age and Productivitymentioning

confidence: 99%

“…Mentoring Programs Acompora and Boissoneau (1997) found old workers to be "effective in their interpersonal relationships…can become the thrust of a mentoring pro-gram…should not be viewed as older bodies to fill shortages or to replace younger workers." Organizations need to have them participate in a mentoring program to share their years of work contribution, "they would have value and contribute as a teacher, and mentor or coach…the achievements of the mentored person could become a form of recognition for the older worker.…”

Section: Motivation and Productivitymentioning

confidence: 99%

“…Organizations that wish to assist their older workers in their careers could do so by providing jobs that offer continuity and are structured to offer autonomy and challenge (Acompora and Boissoneau, 1997). This is the next topic explored.…”

Section: Generation X and The Boomersmentioning

confidence: 99%

“…Regardless of age, training is needed by all new entrants in an organization. For older recruits, Acompora and Boissoneau (1997) recommend, "Self-paced training programs." Some organizations may question, "Is it worth investing training budgetary funds in Baby Boomers who are nearing the end of their careers?…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

See 4 more Smart Citations

Generation X and the boomers: organizational myths and literary realities

Appelbaum

Serena²,

Shapiro³

2004

Management Research News

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An extensive literature search was conducted to better understand and to dispel the current stereotypes in the workplace regarding Generation X and Baby Boomers. For the purpose of the article Generation X consisted of those born between 1961 and 1981, while Baby Boomers consisted of those born between 1943 and 1960. The purpose of this article was to use an exhaustive review of eclectic/multidisciplinary literature to address six commonly held myths presented by Paul and Townsend (1993). Furthermore, it was intended to examine empirical research gathered by a literature review of the stereotypes in the workplace, to better understand the profiles and factors that motivate the Baby Boomers and Generation X, in conjunction with the following independent variables: age, productivity, motivation, training, and mentoring and job satisfaction. Selected hypotheses were tested suggesting Generation Xers are more productive, more motivated, easily trainable and exhibit higher job satisfaction levels as compared to Baby Boomers. Results were convergent and divergent in several cases worth noting. It is important for organizations to recognize the limitations that stereotypes create in the workplace. As was demonstrated by the varied research, Baby Boomers and Generation Xers are not dissimilar as employees; they possess more similarities than differences. Organizations need to engineer/design an environment of respect for both groups to create synergies between them to build and maintain a productive workforce.

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Section: Age and Productivitymentioning

confidence: 99%

Section: Age and Productivitymentioning

confidence: 99%

Section: Motivation and Productivitymentioning

confidence: 99%

Section: Generation X and The Boomersmentioning

confidence: 99%

Section: Conclusion and Recommendationsmentioning

confidence: 99%

See 3 more Smart Citations

Generation X and the boomers: organizational myths and literary realities

Appelbaum

Serena²,

Shapiro³

2004

Management Research News

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Active ageing of elderly consumers: insights and opportunities for future business strategies

2022

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Recent studies have focused on the emerging scenario of 'active ageing' as a series of positive actions aimed at fostering elderly adaptability by supporting emotionally close relationships and removing age-related structural barriers. Active ageing may be stimulated not only by leveraging technological and scientific innovations but also by implementing new business strategies that reflect a better comprehension of elderly new roles and behaviours. To aid in that effort, through a literature review of marketing and management contributions across a five-decade period , this paper investigates elderly consumers' new roles and related implications for business strategies, from a consumer behaviour perspective. Results present a structured classification of the most prominent streams of research by highlighting five promising changes (5Cs): changes in elderly consumers' roles in markets and societies; changes in self-care resulting in fashion purchases and cosmetic surgery; changes in elderly consumers' expenditures on specifically designed products and services; changes in the perception of risks resulting in preferences for either extremely prudent or hazardous behaviours; and changes in general elderly characteristics due to the so-called 'ageless society'. We highlight the heterogeneity of elderly consumers' new values and lifestyles, and the importance of incorporating their needs into innovative business strategies, by describing for each section the main findings of extant research and practical implications.

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Generation “X” and the boomers: an analysis of realities and myths

Appelbaum

Serena

Shapiro³

2005

Management Research News

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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The Needs of Older Workers in Marketing Organizations

Cited by 4 publications

References 1 publication

Generation X and the boomers: organizational myths and literary realities

Generation X and the boomers: organizational myths and literary realities

Active ageing of elderly consumers: insights and opportunities for future business strategies

Generation “X” and the boomers: an analysis of realities and myths

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