scholarly journals Does a raised mandatory retirement age influence managers’ attitudes to older workers?

2020 ◽  
Vol 5 (02) ◽  
pp. 122-136
Author(s):  
Per Erik Solem ◽  
Robert H. Salomon ◽  
Hans Christoffer Aargaard Terjesen
Keyword(s):  
Older Workers ◽  
Mandatory Retirement ◽  
Retirement Age

scholarly journals EMPLOYMENT AFTER NORMAL RETIREMENT AGE: EMPLOYERS’ MOTIVES AND EXPERIENCES

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S129-S130
Author(s):  
Jaap Oude Mulders
Keyword(s):  
Older Workers ◽  
Population Aging ◽  
Developed Countries ◽  
Mandatory Retirement ◽  
Retirement Age ◽  
Opportunity Structures ◽  
Labor Market Dynamics ◽  
Employment Rates ◽  
Using Data ◽  
Retirement Systems

Abstract Due to population aging, older workers in developed countries are working much longer than previous cohorts. Some older workers even extend their careers beyond normal retirement age – or the age that is traditionally associated with retirement. While earlier work has studied employees’ motives and experiences while working after normal retirement age, motives and experiences of employers remain unexplored. Understanding employers’ perspectives is imperative for a better grasp of employees’ opportunity structures and labor market dynamics. This is especially relevant in countries with mandatory retirement systems, since here employer and employee need to negotiate a new contract after normal retirement age. I study employers’ motives to and experiences with employing older workers after normal retirement age using data from a 2017 survey among 1,312 Dutch employers. The Netherlands has mandatory retirement regulations but is also seeing an increase in employment rates after normal retirement age. Results show that 54% of employers have, in recent years, employed one or more older workers beyond their normal retirement age. This is especially common in education. 70% of employers are very positive about their previous experiences with employing older workers after normal retirement age, mostly because they had rehired older workers with unique knowledge and experience. However, employers also hardly ever took the initiative for such employment arrangements, instead leaving it to the older workers to show the desire to continue working. Although employers are largely positive, they see it as a limited phenomenon, and do not consider it a solution to labor shortages.

scholarly journals Intergenerational conflict at US airlines: an unresolved Oedipal Complex?

2017 ◽  
Vol 32 (1) ◽  
pp. 75-88 ◽  
Author(s):  
Amy L. Fraher
Keyword(s):  
Older Workers ◽  
Intergenerational Conflict ◽  
Mandatory Retirement ◽  
Retirement Age ◽  
Policy Changes ◽  
Data Set ◽  
Content Type ◽  
Airline Pilots ◽  
Age Related ◽  
The Impact

Purpose The purpose of this paper is to investigate how, if at all, organizational dynamics changed at US airlines after an industry wide modification to mandatory retirement age regulations in 2007. Findings challenge assumptions that society, organizations, and employees will all unequivocally benefit from abolishing mandatory retirement by investigating the impact of age-related policy changes on US airline pilots. Design/methodology/approach In total, 43 semi-structured interviews were conducted with captains and copilots from US airlines between September 2010 and July 2011. From this data set, two informant subgroups emerged: first, senior captains averaging 59 years of age; and second, junior pilots averaging 43.5 years of age. Findings Findings revealed that both senior and junior pilots reported retirement age policy changes created an antagonistic environment, pitting employees against each other in competition over scarce resources. Research limitations/implications Paper findings are based on empirical materials collected during an 11 month snapshot-in-time between September 2010 and July 2011 and interview data are based on a small subgroup of US airline pilots who self-selected to participate in the study. Therefore, findings are not unbiased and may not be generalizable across all airlines’ pilot workgroups. Practical implications Considerable research has been conducted identifying the policy and practice changes that employers need to adopt to retain older workers. However, few studies consider the psychological impact of these age-related workplace changes on employees or the organizational psychodynamics they might trigger. Originality/value This paper makes two main contributions. First, through use of the psychoanalytic construct of the Oedipus complex, the paper sheds light on some of the psychodynamic consequences of age-related policy changes. Second, it challenges assumptions about workforce aging and the underlying causes of intergenerational conflict, highlighting ways that policy changes intended to eradicate discrimination against older workers can result in age discrimination against younger employees.

scholarly journals The Interplay of Seniority and Superiority Toward Perceived Employability of Older Workers Through a Cultural Lens

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 66-66
Author(s):  
Clio Y M Cheng ◽  
Vivian Lou
Keyword(s):  
Hong Kong ◽  
Older Workers ◽  
Small And Medium Enterprises ◽  
The Elderly ◽  
Mandatory Retirement ◽  
Retirement Age ◽  
Good Practices ◽  
Diverse Workforce ◽  
Perceived Employability ◽  
Medium Enterprises

Abstract Background: Hong Kong will become a super-aged society comprising more than 21% of its citizens aged 65 or above by 2024. With longer life expectancy and better health conditions of the elderly, the mentality of embracing “hidden gems” - older workers was under the spotlight. Extended working life provided a golden chance for employers and/or human resources (HR) personnel to manage this demographic change. Sau Po Centre on Ageing was commissioned to initiate a study in 2017 to 2018 on how employers and/or HR personnel perceived employability of older workers in Hong Kong, and to consolidate good practices of elder-friendly employment. Methods: Aiming to garner opinions from a wide variety of employers and/or HR personnel, 33 in-depth interviews were conducted with participants from various industries and company sizes, including both large corporations and small and medium enterprises (SMEs). Among the participants, nearly half (n=15) possessed managerial position, other including employers (n=1), directors (n=6), officers (n=8) and others (n=3). Among these companies, 19 did not have any mandatory retirement age policies, while seven had their retirement age set as 60 years old, and another seven set their retirement age at aged 65. Results: Participants tended to link seniority, in terms of both chronological age and loyalty, with superiority, affecting their perceived employability of older workers. This study has multi-level implications on a multi-generational age-inclusive workforce management strategy on recruitment, retainment and retraining. Suggestions on good practices of an age-inclusive and age-diverse workforce were also made at individual, corporation and societal level.

How do employers think about older workers?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hila Axelrad ◽  
Alexandra Kalev ◽  
Noah Lewin-Epstein
Keyword(s):  
Older People ◽  
Thematic Analysis ◽  
Older Workers ◽  
Design Methodology ◽  
Age Discrimination ◽  
Retirement Age ◽  
Structured Interviews ◽  
Content Type ◽  
Pension Income ◽  
Significant Barrier

PurposeHigher pensionable age in many countries that are part of Organization for Economic Co-operation and Development (OECD) and a shrinking pension income force older people to postpone their retirement. Yet, age-based discrimination in employers' decisions is a significant barrier to their employment. Hence, this paper aims to explore employers' attitudes regarding the employment of workers aged 60–70, striving for a better understanding of age discrimination.Design/methodology/approachThe authors used a thematic analysis of semi-structured interviews with 30 managers, experts and employees in retirement age in Israel.FindingsFindings reveal a spectrum of employers' attitudes toward the employment of older workers. The authors' analytical contribution is a conceptual typology based on employers' perceived ability to employ older workers and their stated attitudes toward the employment of older workers.Social implicationsThe insights that emerge from this research are fundamental for organizational actors' ability to expand the productive, unbiased employment of older workers.Originality/valueBy understanding employers' preferences and perspectives and the implications on employers' ability and/or willingness to employ older workers, this research will help policymakers formulate and implement policy innovations that address these biases.

Key military appointment shores up Jokowi’s stability

2021 ◽  
Keyword(s):  
The State ◽  
Mandatory Retirement ◽  
Retirement Age ◽  
Intelligence Agency ◽  
Content Type ◽  
Security Personnel

Significance Andika is the son-in-law of AM Hendropriyono, a retired general and former head of the State Intelligence Agency who is an influential adviser to Jokowi. Andika's appointment will run to December 2022, when he will reach the mandatory retirement age of 58. Impacts Deployment of security personnel to Papua will increase. Jokowi will continue to rely heavily on Hendropriyono’s advice. As with Andika’s appointment, political calculations will be key in Jokowi’s next pick as TNI chief.

scholarly journals Swedish Collective Agreements and Employers’ Willingness to Hire and Retain Older Workers in Employment

2016 ◽  
Vol 6 (2) ◽  
pp. 61 ◽  
Author(s):  
Carin Ulander-Wänman
Keyword(s):  
Older Workers ◽  
Total Population ◽  
Working Hours ◽  
Working Life ◽  
Legal Regulation ◽  
Retirement Age ◽  
Elderly Persons ◽  
Older Employees ◽  
Collective Agreements ◽  
The Eu

Demographic change is transforming the EU population structure for the coming decades. One challenge that society faces is to preserve social welfare when elderly persons comprise a larger proportion of the total population. Allowing people to work beyond the current retirement age may help slow the growth of the maintenance burden for welfare costs, and creating situations where larger numbers of older employees can work longer and complete more working hours can improve conditions for preserving and developing welfare. However, a prolonged working life presupposes several conditions; one of these is that legal regulation of the labor market must support employers’ willingness to hire and retain older workers in employment. This article explores employers’ attitudes toward regulations in Swedish collective agreements—regulations which are of particular importance if employers are to increase hiring and retention of older workers in employment.

Some Useful Sources

2016 ◽  
Vol 15 (4) ◽  
pp. 691-694
Author(s):  
Michael McGann ◽  
Dina Bowman ◽  
Simon Biggs ◽  
Helen Kimberley
Keyword(s):  
Social Policy ◽  
Human Resource ◽  
Older Workers ◽  
Population Ageing ◽  
Age Discrimination ◽  
Retirement Age ◽  
Early Exit ◽  
Research Areas ◽  
Policy Debates ◽  
Working Lives

Issues related to population ageing and longer working lives span diverse research areas and are linked to a number of conceptual and policy debates. Here we provide details of texts which allow quick access to key debates in the different domains covered by the contributions. We focus first on social policy, retirement and pensions. We then provide key sources on the changing experiences and perceptions of retirement; age-discrimination, human resource management and older workers; and early exit, mature-age unemployment and activating older workers.

Besluitvorming rondom pensioneren: de invloed van werk- en organisatiecontext

2011 ◽  
Vol 24 (4) ◽  
Author(s):  
Hanna van Solinge ◽  
Kène Henkens
Keyword(s):  
Decision Making ◽  
Older Workers ◽  
Organizational Context ◽  
Work Place ◽  
Retirement Age ◽  
Decision Making Process ◽  
Older Individuals ◽  
Organizational Policies ◽  
Retirement Decision

The retirement decision making process: the role of work and organizational context The retirement decision making process: the role of work and organizational context Gedrag & Organisatie, volume 24, November 2011, nr. 4, pp. 428-450.This article links organizational forces to individual decision making on retirement. We examine to what extent work characteristics and organizational context (organizational policies and workplace norms toward retirement) affect the (planned) retirement age of workers aged 50 and over. We use data from the NIDI Work and Retirement Panel. This is a longitudinal study among older workers of three private sector organizations and among civil servants in the Netherlands. We use information for those employees that participated in 2001 as well in 2007 (N = 1,611). The results indicate that job characteristics are associated with retirement decision making: older individuals with attractive jobs (in terms of challenge and growth) have a higher (planned) retirement age, the opposite holds for older workers with demanding jobs. Social forces in the work place are relevant as well. The results indicate that older workers in organizations with an ‘early exit culture’, where almost all co-workers take early retirement, show a low propensity to continue working. Perceived supervisor support for extending working life has the opposite effect. Workers that feel that their supervisor has a positive attitude towards working longer, have a higher (planned) retirement age.

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