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1

Robinson, Pauline K. Management policy on aging in the workforce. Employment and Retirement Division, Ethel Percy Andrus Gerontology Center, 1985.

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2

Managing an age diverse workforce. Palgrave Macmillan, 2011.

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3

Wassink, Nicole. Your workforce is ageing---are you ready? Conference Board of Canada, 2001.

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4

Wassink, Nicole. Your workforce is ageing ... are you ready?: Situational analysis. Conference Board of Canada, 2001.

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5

Directors, Institute of. Extending working lives: How businesses can benefit from the skills of an ageing workforce. Institute of Directors, 2009.

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6

Weinstein, Deborah. Putting experience to work: A guide to navigating legal and management issues relating to a mature workforce. The Conference Board, 2007.

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7

Weinstein, Deborah. Putting experience to work: A guide to navigating legal and management issues relating to a mature workforce. The Conference Board, 2007.

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8

Weinstein, Deborah. Putting experience to work: A guide to navigating legal and management issues relating to a mature workforce. The Conference Board, 2007.

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9

Young, Mary B. Gray skies, silver linings: How companies are forecasting, managing, and recruiting a mature workforce. Conference Board, 2007.

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10

Managing the new workforce: International perspectives on the millennial generation. Edward Elgar, 2012.

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11

Conway, Dessinger Joan, ed. Training older workers and learners: Maximizing the workplace performance of an aging workforce. Jossey-Bass, 2007.

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12

Parry, Emma, and Shaun Tyson, eds. Managing an Age-Diverse Workforce. Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230299115.

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13

Drabe, David. Strategisches Aging Workforce Management. Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10719-2.

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14

Abraham, Johannan T. Managing a changing workforce. Commerce Clearing House, 1991.

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15

Garber, Peter R. Alternative workforce strategies. HRD Press, 2008.

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16

Disselkamp, Lisa, ed. Workforce Asset Management Book of Knowledge. John Wiley & Sons, Inc., 2013. http://dx.doi.org/10.1002/9781118636442.

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17

The management of a multicultural workforce. Wiley, 1996.

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18

Grund, Christian. Age structure of the workforce and firm performance. IZA, 2005.

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19

Lojeski, Karen Sobel. Leading the Virtual Workforce. John Wiley & Sons, Ltd., 2009.

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20

Pettinger, Richard. Managing the flexible workforce. Capstone, 2002.

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21

Pettinger, Richard. Managing the flexible workforce. FT Pitman, 1997.

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22

Pettinger, Richard. Managing the flexible workforce. Technical Communications, 1996.

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23

Managing the flexible workforce. Cassell, 1998.

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24

Burtless, Gary T. Is working longer the answer for an aging workforce? Center for Retirement Research at Boston College, 2002.

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25

Education, Great Britain Office for Standards in. Leadership and management: Managing the school workforce. Ofsted, 2003.

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26

Ofsted. Leadership and management: Managing the school workforce. Ofsted, 2003.

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27

Great Britain. Office for Standards in Education. Leadership and management: Managing the school workforce. Ofsted, 2003.

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28

The practical executive and workforce diversity. NTC Business Books, 1997.

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29

Tattrie, Doug. Workers' compensation and the changing age of the workforce. Workers Compensation Research Institute, 2000.

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30

Motivating a multicultural workforce. HRD Press., 2011.

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31

Caligiuri, Paula. Managing the global workforce. Wiley, 2010.

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32

Caligiuri, Paula. Managing the global workforce. Wiley, 2010.

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33

Caligiuri, Paula. Managing the global workforce. Wiley, 2010.

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34

Caligiuri, Paula. Managing the global workforce. Wiley, 2010.

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35

Inoa, Vázquez Carmen, and Harris Philip R. 1926-, eds. Transcultural leadership: Empowering the diverse workforce. Gulf Pub. Co., 1993.

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36

Blandford, Sonia. Remodelling schools: Workforce reform. Pearson Education, 2005.

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37

Workforce planning: 90 day action plan handbook : how to implement successful workforce planning strategies, tools, and techniques. TopGrade Workforce Planning, 2009.

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38

Gross, Jeffrey H. Workforce planning: 90 day action plan handbook : how to implement successful workforce planning strategies, tools, and techniques. TopGrade Workforce Planning, 2009.

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39

HR vision: Managing a quality workforce. Institute of Personnel Management, 1991.

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40

Ballon, Robert J. Salary administration in Japan: "regular" workforce. Sophia University, 1985.

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41

Frosch, Katharina. The innovative capacity of an aging workforce. R. Hampp, 2011.

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42

Ritvo, Roger A., and Anne H. Litwin. Managing in the Age Change: Essential Skills to Manage Today's Diverse Workforce. Irwin Professional Pub, 1994.

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43

Myron, Olstein, AWWA Research Foundation, and Water Environment Research Foundation, eds. Succession planning for a vital workforce in the information age. Awwa Research Foundation : American Water Works Association, 2005.

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44

Succession Planning for a Vital Workforce in the Information Age. American Water Works Research Foundation, 2005.

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45

Morton, Lynne. Managing the Mature Workforce: Implications and Best Practices. Conference Board, 2005.

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46

(Editor), Paulette T. Beatty, and Roemer M. S. Visser (Editor), eds. Thriving on an Aging Workforce: Strategies for Organizational and Systemic Change. Krieger Publishing Company, 2004.

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47

Truxillo, Donald M., David M. Cadiz, and Jennifer R. Rineer. The Aging Workforce. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.004.

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This article examines the implications of an aging workforce for human resource management (HRM). It first looks at research and theories relevant to understanding age-related changes at work, including lifespan development theories, changes in work outcomes such as motivation and performance, and the social context for age (e.g., age stereotyping). It then considers the ways that organizations can keep their employees-including those who are aging-satisfied, engaged, productive, and healthy in their jobs in terms of traditional HR practices like recruitment and selection, training, career dev
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48

Collings, David G. Workforce Differentiation. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.20.

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Historically, a key focus of human resource (HR) professionals was developing, implementing, and standardizing HR polices and processes to ensure employees perform in standardized ways. However, the utility of a standardized approach to HR practices has been increasingly questioned over recent decades. In this vein, formalized workforce-differentiation approaches to the segmentation of the workforce based on employees’ competence or the nature of roles performed to reflect differential potential to generate value has emerged as a central element of talent-management strategies. While earlier r
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49

Leibold, Marius, and Sven C. Voelpel. Managing the Aging Workforce: Challenges and Solutions. Wiley, 2007.

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50

Baker, Darren T., and Elisabeth Kelan. Integrating Talent and Diversity Management. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.17.

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In globalized economies, organizations invest significant resources in managing talent in their diverse workforce. Presumably, talent and diversity management are complementary and interrelated, sharing the similar aim to nurture the skills, attributes, and career progression of the workforce. However, the two practices are also at odds. Talent management has been defined by an exclusionary paradigm focused on developing an elite segment of the workforce. We explore the problematic effect of talent management on equality. Talent management could foreclose how perceptions of “talent” are deeply
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