Perceived qualities of older workers and age management in companies

2015 ◽  
Vol 44 (5) ◽  
pp. 801-820 ◽  
Author(s):  
Andrea Principi ◽  
Paolo Fabbietti ◽  
Giovanni Lamura
Keyword(s):  
Older Workers ◽  
Early Retirement ◽  
Design Methodology ◽  
Factor Analyses ◽  
Content Type ◽  
Younger Workers ◽  
Management Policies ◽  
Hr Managers ◽  
Italian Context ◽  
Practical Implications

Purpose – To explore whether the ages of human resources (HR) managers has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e., manager attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e., manager behaviors). The paper aims to discuss this issue. Design/methodology/approach – Based on theories concerning the origins of stereotypes and the concept of “in-group bias”, three hypotheses were tested on a sample of HR managers from 516 Italian companies extracted from the Gfk Eurisko database by using factor analyses and bivariate and multivariate tools. Findings – The age of an HR manager seems to influence his/her attitudes towards older and younger workers, because HR managers judge workers of a similar age to them more positively. In contrast, the age of an HR manager does not seem to play a particular role in the implementation of age management initiatives. In the companies considered, however, there is a tendency to adopt early retirement schemes when the HR managers concerned are younger, while in general there is a tendency to implement age management initiatives and show a greater appreciation of older workers in larger companies. Practical implications – The implementation of age management initiatives to the benefit of older workers may improve HR managers ' perceptions of those workers ' positive qualities. Furthermore, specific training may help HR managers recognize that both younger and older workers have useful albeit different strengths. Originality/value – This study provides new empirical evidence from the Italian context on the largely under-investigated issue of the role played by age in shaping HR managers ' attitudes towards older workers, and age management policies in particular.

“Fuller” or “extended” working lives: a critical commentary

2014 ◽  
Vol 15 (4) ◽  
pp. 237-240 ◽  
Author(s):  
Chris Phillipson
Keyword(s):  
Older Workers ◽  
Design Methodology ◽  
Labour Force ◽  
Working Life ◽  
Critical Assessment ◽  
Older Worker ◽  
Content Type ◽  
Working Lives ◽  
Critical Commentary ◽  
Practical Implications

Purpose – The purpose of this paper is to, first, provide some background to the treatment of older workers; second, highlight the distinction between a “fuller” and an “extended” working life; third, note the importance of separating out different groups within the category “older worker”; finally, identify areas for action to suppose those now facing working into their 60s and beyond. Design/methodology/approach – Commentary paper analysing development of policies towards older workers. Findings – This paper identifies problems implementing policy of extending working and provides various areas of action to support older workers. Research limitations/implications – This paper suggests extending work unlikely to be achieved without ensuring greater security for older workers. Practical implications – Importance of developing more support for older workers. Social implications – Challenge of resolving insecurity in the labour force as an impediment to extended working. Originality/value – This paper outlines a critical assessment of current government policy towards older workers.

Effective feedback for millennials in new organizations

2018 ◽  
Vol 26 (4) ◽  
pp. 25-27
Author(s):  
Prantika Ray ◽  
Manjari Singh
Keyword(s):  
Performance Feedback ◽  
Millennial Generation ◽  
Design Methodology ◽  
Content Type ◽  
Effective Feedback ◽  
Effective Performance ◽  
Hr Managers ◽  
Key Aspects ◽  
Practical Implications

Purpose This paper aims to understand aspects of feedback given to the millennial generation, particularly in new organizations. Design/methodology/approach This paper is based on a review of existing literature from journals and magazines. The perspectives discussed in this paper have been substantiated with discussions with practicing line and HR managers. This paper has been further developed after conducting informal discussions with employees and their supervisors (both millennials and non-millennials). However, the synthesized perspectives expressed here are those of the authors. Findings The millennial generation has characteristics that relate to receiving feedback. Key aspects discussed in this paper are the purpose of feedback, formal versus informal methods, short versus long-term orientation, frequency, hierarchical relationships, and technology. Practical implications With the increasing entry of millennials into the workforce, organizations need to focus on the mechanisms and environments for effective feedback. Originality/value This paper is timely given the rising number of millennials entering the workforce. This work looks into the mechanisms for effective performance feedback, as well as creating a facilitating environment with the focus on employee development.

scholarly journals Identity, diversity and diversity management

2016 ◽  
Vol 35 (1) ◽  
pp. 48-64 ◽  
Author(s):  
Lotte Holck ◽  
Sara Louise Muhr ◽  
Florence Villesèche
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Policy Makers ◽  
Content Type ◽  
Hr Managers ◽  
The Relationship ◽  
Practical Implications ◽  
Diversity Research

Purpose – The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach – Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings – The authors inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. Research limitations/implications – The authors argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications – The work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value – The theoretical connections between identity and diversity literature have so far not been reviewed systematically. The work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams the authors discuss.

What does work mean to your workers?

2017 ◽  
Vol 25 (5) ◽  
pp. 15-17
Keyword(s):  
Design Methodology ◽  
White Collar Crime ◽  
White Collar ◽  
Blue Collar ◽  
Content Type ◽  
Blue Collar Workers ◽  
White Collar Workers ◽  
Pertinent Information ◽  
Hr Managers ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Talk of blue-collar and white-collar workers will seem faintly outdated for many HR managers. For some, blue-collar workers will conjure up images from the 1970s and 1980s of striking mineworkers, some of the terrible conditions in steel works or in car factories in the pre-robot era. And as for white-collar workers, again this term seems a little anachronistic, albeit it has recently been adopted when referring to computerized “white-collar” crime. And as for pink-collar workers, this surely was left for dead in the 1970s along with bell-bottom flares and male perms. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Informal learning and work engagement among older workers

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Informal Learning ◽  
Work Engagement ◽  
Older Workers ◽  
Design Methodology ◽  
Content Type ◽  
Older Employees ◽  
Younger Workers ◽  
Firm Success ◽  
Key Skills ◽  
Pertinent Information

Purpose Transfer of key skills and knowledge between older and younger workers remains vital for ongoing firm success. The effectiveness of this process can be increased when organizations provide opportunities for informal learning that serve to heighten levels of work engagement among older employees. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Transfer of key skills and knowledge between older and younger workers remains vital for ongoing firm success. The effectiveness of this process can be increased when organizations provide opportunities for informal learning that serve to heighten levels of work engagement among older employees. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Exploring the role of age in workplace intimidation in the US restaurant industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Regina Yanson ◽  
Jessica M. Doucet ◽  
Alysa D. Lambert
Keyword(s):  
Workplace Violence ◽  
Older Workers ◽  
Restaurant Industry ◽  
National Database ◽  
Content Type ◽  
Work Related ◽  
Younger Workers ◽  
Employee Behaviors ◽  
Violence In The Workplace ◽  
Hr Managers

Purpose The purpose of this study is to explore the relationship between employee age and intimidation in the workplace. Dysfunctional employee behaviors such as harassment and aggression are harmful to the organizational work environment. Such destructive behaviors have long been viewed as negatively impacting organizational success. Additionally, the age dynamics in organizations are rapidly changing as the “graying of America” progresses, older workers remain in the workforce and younger workers delay employment.Design/methodology/approach The study utilizes data from the Federal Bureau of Investigation's National Incident-Based Reporting System (NIBRS), which is a national database containing information on crime in the US.NIBRS was used to measure the occurrence of workplace violence overall, and workplace intimidation specifically, in the restaurant industry, as well as the ages of both victims and perpetrators of work-related violence.Findings Results revealed that younger workers are more likely to perpetrate workplace intimidation than their senior counterparts. As victim age increases, employees are more likely to report intimidation than more serious crimes.Practical implications Workplace intimidation prevention programs do not typically include age as a factor. This study may be helpful to managers and HR managers charged with developing workplace training programs.Originality/value The results of this study contribute to the shared understanding of dysfunctional workplace dynamics. As the workforce collectively ages, organizations should acknowledge the potential impact age may have on violence in the workplace.

Ethan learns to be a learning organization

2014 ◽  
Vol 22 (6) ◽  
pp. 12-14
Author(s):  
Geeta Rana ◽  
Alok Goel
Keyword(s):  
Total Quality Management ◽  
Performance Management ◽  
Learning Organization ◽  
Design Methodology ◽  
Industrial Relations ◽  
Total Quality ◽  
Organizational Improvement ◽  
Content Type ◽  
Management Policies ◽  
Practical Implications

Purpose – This paper aims to describe the main human resource management policies at Ethan Power Private Ltd, an Indian design, sales and manufacturing company, and the specific circumstances that led it to become a learning organization. Design/methodology/approach – This paper outlines the company’s origins and growth and its policies in such areas as recruitment, induction, training, remuneration, performance management and industrial relations. Findings – This paper reveals that learning organization concepts have stimulated debate in the business, and there is growing acceptance of self-managed development, empowerment and creativity. Practical implications – This paper explains that there is much more evidence in the company of effective teamwork and the principles of total quality management, while HR specialists are encouraging the processes of reflection and self-improvement that lie at the heart of organizational improvement. Social implications – This paper reveals that, in general, and while fully complying with industrial-relations legislation, the company prefers to employ people who are not members of a trade union. Originality/value – This paper details the factors that led an Indian organization to change its organizational culture and how this change was achieved.

Workplace diversity management in Australia

2016 ◽  
Vol 35 (2) ◽  
pp. 81-98 ◽  
Author(s):  
Paul J. Davis ◽  
Yuliya Frolova ◽  
William Callahan
Keyword(s):  
Design Methodology ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Workplace Diversity ◽  
Senior Managers ◽  
Content Type ◽  
Attitudes And Practices ◽  
Divergence Of Opinion ◽  
Hr Managers ◽  
Practical Implications

Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group. Research limitations/implications – As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings. Practical implications – There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives. Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic.

Reducing early retirement intention among older workers

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Older Workers ◽  
Early Retirement ◽  
Design Methodology ◽  
Flexible Work Arrangements ◽  
Flexible Work ◽  
Content Type ◽  
Work Arrangements ◽  
Pertinent Information ◽  
Work Goals ◽  
Work Passion

Purpose Retirement of older workers results in a damaging loss of important knowledge and capabilities. By focusing on work goals, generating work passion and providing flexible work arrangements, firms can help reduce early retirement intention. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Retirement of older workers results in a damaging loss of important knowledge and capabilities. By focusing on work goals, generating work passion and providing flexible work arrangements, firms can help reduce early retirement intention. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Older workers and i-deals: building win-win working arrangements

2018 ◽  
Vol 26 (1) ◽  
pp. 1-3
Author(s):  
Bridget Rice
Keyword(s):  
Older Workers ◽  
Design Methodology ◽  
Recent Literature ◽  
Social Implications ◽  
Flexible Work ◽  
Paper Briefly ◽  
Idiosyncratic Deals ◽  
Content Type ◽  
Practical Implications

Purpose The purpose of this paper is to present the importance of i-deals, or idiosyncratic deals, especially for older workers in organizations. Design/methodology/approach The paper briefly reviews recent literature relating to the important benefits older workers bring to organizations and the elements of their work that older workers value. Findings Keeping older workers in the organization can have important benefits. Enhanced flexibility and autonomy is especially valued by older workers. Research limitations/implications As a brief review, this paper summarizes other literature. Practical implications I-deals, or flexible work deals, must respond to the specific needs and desires of older workers. Older workers have increasingly diverse wants and needs, and it is important that they be heard in this regard. Social implications As society ages, managing these challenges will become both more important and challenging. Originality/value This paper will be widely read and may drive practical change in organizations.

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