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Journal articles on the topic 'Age management and workforce'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Rahat, Rahat, Olayemi Abdullateef Aliyu, and Chux Gervase Iwu. "Business students’ perceptions of an aging workforce, higher retirement age and youth unemployment." Problems and Perspectives in Management 17, no. 4 (2019): 430–40. http://dx.doi.org/10.21511/ppm.17(4).2019.35.

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The relationship between an aging workforce, higher retirement age, and youth unemployment has already been established in the available literature. However, the empirical research on the impact of an aging workforce, and higher retirement age on youth unemployment is limited, has conflicting results, has occurred mostly overseas, and has not considered the perceptions of young people who are about to enter the workforce. Hence, this paper aims to investigate the perceptions of the youth on the relationship between the aging workforce, higher retirement age, immigration policies, and youth une

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Newton, Becci. "Training an age‐diverse workforce." Industrial and Commercial Training 38, no. 2 (2006): 93–97. http://dx.doi.org/10.1108/00197850610653162.

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Kumar, Arun, and Priyadarshani Singh. "Workforce Management Practices: Evolution through Ages." International Journal of Human Resource Studies 3, no. 4 (2013): 245. http://dx.doi.org/10.5296/ijhrs.v3i4.4786.

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AbstractManagement of today is relatively at liberty to concentrate on higher business issues, as the information age has bestowed them with advanced solutions of workforce management. This age is capitalizing on automated and integrated workforce management and optimization solutions. Not only has it eased the workforce management process but has also transformed the workforce management practices. It has transformed all the aspects of managing the complete workforce lifecycle. Workforce management has travelled a long journey.The enigmas of workforce management can be unfold by exploring the

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Korff, Jörg, Torsten Biemann, Sven Voelpel, Eric Kearney, and Christian Stamov Roßnagel. "HR Management for an Aging Workforce." Zeitschrift für Personalpsychologie 8, no. 4 (2009): 201–13. http://dx.doi.org/10.1026/1617-6391.8.4.201.

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Abstract. Strategic human resource management (SHRM) research has provided evidence for a positive association between HR practices and organizational performance. However, theory-building has not considered developmental dynamics across the working life and its implications for the association between HR practices and organizational outcomes. We call for an extension of current SHRM approaches and suggest adopting a life-span psychology perspective on age-related changes of cognitive capabilities, personality, and affect. Integrating the constructs of job satisfaction, organizational commitme

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Grund, Christian, and Niels Westergaard‐Nielsen. "Age structure of the workforce and firm performance." International Journal of Manpower 29, no. 5 (2008): 410–22. http://dx.doi.org/10.1108/01437720810888553.

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F. Mahon, John, and Carla C.J.M. Millar. "ManAGEment: the challenges of global age diversity for corporations and governments." Journal of Organizational Change Management 27, no. 4 (2014): 553–68. http://dx.doi.org/10.1108/jocm-05-2014-0100.

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Purpose – The purpose of this paper is to investigate the challenges, worldwide of managing an aging workforce. The paper offers suggestions for public policy and for individual organizational approaches to developing, managing and motivating an aging workforce. Design/methodology/approach – The paper reviews in depth international literature, public policies and corporate policies that deal with an aging workforce. Findings – In virtually every nation in the world, society is aging and the costs to society – on multiple dimensions demand organizational action and changes in public policy. For

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Juicharoen, Nhatphaphat, and Suradetch Wangthong. "The Aging Workforce Management in Business Sectors." Quest Journal of Management and Social Sciences 3, no. 1 (2021): 40–48. http://dx.doi.org/10.3126/qjmss.v3i1.37589.

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Background: Aging society affects good planning in workforce management for sustainable business running. Workforce management is not only the duty of human resources but also promotes the strategy for effective management. Objectives: The objective of this study is to analyze the aging workforce management in business sectors. Method: The research reviews relevant literature and, based on the evidence of theories about age-diverse management, creates a framework related to antecedent factors and the following factors. The testing applied the CBSEM model with a sample group of 300

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Seliverstova, Yana. "Workforce diversity management: A systematic literature review." Strategic Management 26, no. 2 (2021): 3–11. http://dx.doi.org/10.5937/straman2102003s.

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The primary task of the paper is to propose a definition of the existing theoretical contributions to the term of workforce diversity management (WDM) in order to systematize present knowledge, clearly understand the definition of WDM in organizations and identify the gaps for future research. In this theoretical study, the Scopus database was used for sampling. 19 studies published since 2015 were identified, and then the selected papers were analysed according to key research definitions. Recently, the idea of diversity management (DM) acquires a new meaning; swiftly expanding its field and

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Sokas, Rosemary K., Xiuwen Sue Dong, and Chris Trahan Cain. "Building a Sustainable Construction Workforce." International Journal of Environmental Research and Public Health 16, no. 21 (2019): 4202. http://dx.doi.org/10.3390/ijerph16214202.

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The average U.S. construction worker is aged 42.6 years, and will not be eligible for full Social Security retirement benefits until age 67. Delayed retirement is largely driven by economic need, but construction workers face considerable challenges in remaining on the job. This study explores trade-specific age trends within the construction industry, and the experiences of building trade unions with aging membership. A mixed-methods approach used trade-specific age statistics from the Current Population Survey and key informant interviews with labor leaders, in order to identify union experi

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Vasconcelos, Anselmo Ferreira. "Organizations workforce demographic age preferences: multiple case-studies from Brazil." Journal of Management Development 35, no. 3 (2016): 406–27. http://dx.doi.org/10.1108/jmd-08-2015-0111.

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Purpose – The purpose of this paper is to identify whether there is some common pattern between organizations that give primacy either to younger workforce or to older one. Design/methodology/approach – It depicts the empirical evidence of eight case studies and some theoretical contributions thereof. All case units are considered outstanding employers in Brazil business scenario, given the magnitude of their human resource (HR) feats and society acknowledgements. Taken together, they are eight representative cases derived from Época magazine and Great Place to Work® Institute 2013 list. Findi

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Niewiadomska, Anna. "Age Management – Circumstances, Essence and Advantages for Workers and Enterprises." Management 16, no. 2 (2012): 117–29. http://dx.doi.org/10.2478/v10286-012-0060-2.

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Abstract Age Management - Circumstances, Essence and Advantages for Workers and Enterprises The demographic forecasts that have been published for many years point to the growing dynamics of the ageing process of the European societies. One of its consequences is the shrinking population of young people and the growing average age of workers. In the light of the forecast deficiency and growing of the resources of workforce the concept of age management in the company is becoming more popular. This paper familiarizes the reader with the essence of age management, presenting its main premises, s

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Li, Wenjing, Xuhui Wang, Md Jamirul Haque, Muhammad Noman Shafique, and Muhammad Zahid Nawaz. "Impact of Workforce Diversity Management on Employees’ Outcomes: Testing the Mediating Role of a person’s Job Match." SAGE Open 10, no. 1 (2020): 215824402090340. http://dx.doi.org/10.1177/2158244020903402.

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The purpose of this study is to (a) investigate the impact of workforce diversity management on job match, job satisfaction, and job performance; (b) test the influencing role of job match on job satisfaction and job performance; and (c) examine the mediating role of a person’s job match on the association between workforce diversity management and employees’ outcomes (job satisfaction and job performance). Structured questionnaires were sent to employees working in five-star hotels in China. In total, 324 valid responses were analyzed through AMOS-SEM to draw the statistical conclusion. Overa

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Devarajan R., Shweta Maheshwari, and Veena Vohra. "Implementing New Age Performance Management System in IT MNC: Leveraging Communication and Training." South Asian Journal of Business and Management Cases 5, no. 2 (2016): 189–97. http://dx.doi.org/10.1177/2277977916665983.

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Performance management system has been used since decades to measure and manage employee performance. Over the years, changing business scenario, shorter cycle times, changing workforce demographics, ever-increasing demand on performance has pushed organizations to come up with innovative ways to measure and manage employee performance. In order to manage these challenges, performance management system has emerged as a powerful workforce management tool especially in new age growing multinational organizations. Along with the associated process, system and practices, well-implemented programme

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James, Jacquelyn Boone, Sharon McKechnie, and Jennifer Swanberg. "Predicting employee engagement in an age-diverse retail workforce." Journal of Organizational Behavior 32, no. 2 (2011): 173–96. http://dx.doi.org/10.1002/job.681.

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Bruyère, Susanne M. "Disability Management: Key Concepts and Techniques for an Aging Workforce." International Journal of Disability Management 1, no. 1 (2006): 149–58. http://dx.doi.org/10.1375/jdmr.1.1.149.

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AbstractThe aging workforce is likely to result in increasing numbers of workers with disabilities. The US Census Bureau projects that the 45- to 54- and 55- to 64-year-old population in the United States will grow by nearly 44.2 million (17%) and 35 million (39%) in the next 10 years (US Census Bureau, 2004). By the year 2010, this group will account for nearly half (44%) of the working age population (20–64), and the number of people with disabilities between the ages of 50 and 65 will almost double (Weathers, 2006). Disability management and accommodation policies and practices readily lend

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Rose, Dennis Michael, and Raymond Gordon. "Age-related cognitive changes and distributed leadership." Journal of Management Development 34, no. 3 (2015): 330–39. http://dx.doi.org/10.1108/jmd-07-2013-0094.

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Purpose – The purpose of this paper is to examine the evidence for age-related changes in cognition and the implications for leadership styles. In particular, a case is argued for distributed forms of leadership that encourage contribution across the age spectrum and hierarchical levels. Design/methodology/approach – This paper takes a conceptual approach, combining the psychology and management literatures in arguing the case for newer leadership forms, appropriate to an ageing workforce. Findings – Three principal components of intelligence (fluid, and crystallised intelligence and working m

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Saba, Tania, and Gilles Guerin. "Extending Employment beyond Retirement Age: The Case of Health Care Managers in Quebec." Public Personnel Management 34, no. 2 (2005): 195–214. http://dx.doi.org/10.1177/009102600503400205.

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Baby boomers in public agencies are getting ready to retire and there are concerns about retaining the existing workforce apart from recruiting younger managers. Recent studies of workplace patterns of older workers have shown that the workforce of older workers should no longer be seen as a unidirectional journey to retirement. Older workers may value bridge employment or even prefer to extend their working lives. The motives for deciding to leave the workplace permanently can be related to unmet expectations, the desire for change, and the need to enjoy a new phase of life. Based on a survey

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Mykletun, Reidar J., Trude Furunes, and Per Erik Sloem. "Managers’ Beliefs about Measures to Retain Senior Workforce." Nordic Journal of Working Life Studies 2, no. 3 (2012): 109. http://dx.doi.org/10.19154/njwls.v2i3.2366.

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This paper aims to describe and explain the beliefs of public sector managers regarding measures to promote active ageing within organizations and how these beliefs can relate to their own attitudes, age, gender, organizational roles, and structures. Data were collected by mailed questionnaires from 672 managers on operative and administrative levels in the Norwegian municipal and health sectors. It was found that managers believe in the usefulness of at least seven different measures, identified by factor analyses. Sum scores were calculated from the factors, and five of them showed sufficien

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Parsons, Richard A. "The impact of age on innovation." Management Research Review 38, no. 4 (2015): 404–20. http://dx.doi.org/10.1108/mrr-10-2013-0241.

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Purpose – This paper aims to develop a model of individual innovation based on an employee’s innate propensity to innovate and the specific costs and benefits expected to the individual from the innovation. This model is then used to study the way an employees’ age will impact innovation. Design/methodology/approach – This paper proposes variables which drive an individual’s innovative behavior based on a literature review. This theoretical model is then maximized to show how age drives an employees’ innovation output in three ways. A small survey is used to substantiate the theory. Findings –

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MARTIN, GREGORY, DARRYL DYMOCK, STEPHEN BILLETT, and GREER JOHNSON. "In the name of meritocracy: managers' perceptions of policies and practices for training older workers." Ageing and Society 34, no. 6 (2013): 992–1018. http://dx.doi.org/10.1017/s0144686x12001432.

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ABSTRACTWorkplaces, managers and employers who are seeking to maintain the standing, capacities and productivity of their workplaces are now facing two crucial facts: (a) an ageing workforce and (b) all workers, regardless of age, need to adapt to the changing requirements for workplace performance. These facts mean that managers and supervisors need to confront issues found in the changing demographics of their own workforce. That is, as the portion of workforces aged over 45 years (i.e.older workers) increases, it is these workers who are available to be employed, and supported in sustaining

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Bae, Sung Joo, and Sangyun Han. "The impact of R&D workforce diversity on firm’s performance in internal and external R&D." European Journal of Innovation Management 23, no. 3 (2019): 454–73. http://dx.doi.org/10.1108/ejim-09-2018-0204.

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Purpose How should managers organize their R&D workforce in order to maximize the benefit of internal R&D and R&D outsourcing strategy? The purpose of this paper is to examine the effects of R&D workforce diversity on firms’ performance when the firms use internal and external knowledge acquired from R&D outsourcing. Diversity of R&D employees as R&D workforce can enable firms to utilize the knowledge of internal R&D and internalize the external knowledge. Design/methodology/approach Panel data analysis with fixed effects is used. The authors conduct hierarchica

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Bernard Nkala, Charles Mudimu, and Angelbert Mbengwa Mbengwa. "Human resources for health talent management contribution: A case for health systems strengthening in the public health sector." World Journal of Advanced Research and Reviews 9, no. 2 (2021): 192–201. http://dx.doi.org/10.30574/wjarr.2021.9.2.0062.

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Talent Management is an essential component in transforming health systems if carefully implemented for the public sector especially in low income countries. In Zimbabwe public health sector, talent retention and engagement are viewed as amongst the challenges affecting the realisation of effective performance and productivity from the existing Health workforce. Largely, modern health care systems lack robust strategies to identify and utilize employee talent essential to help attain organisational citizenship. The study reviewed the relevancy and effectiveness of talent management practices i

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Çitçi, Sadettin Haluk, and Nazire Begen. "Macroeconomic conditions at workforce entry and job satisfaction." International Journal of Manpower 40, no. 5 (2019): 879–93. http://dx.doi.org/10.1108/ijm-02-2018-0048.

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Purpose The purpose of this paper is to examine whether individual experiences at workforce entry affect later job satisfaction. Design/methodology/approach This study utilized the British Household Panel Survey for the years between 1991 and 2008. Ordered probit estimation is used for the analysis. Also fixed effect and pooled ordinary least squares methods are employed to make robustness check. Findings The results of the analyses show that people who enter the workforce when the unemployment rate is high have less job satisfaction even in later ages compared to the ones who enter the workfo

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Nwahanye, Emmanuel, and Baninla Nicholas Dze. "Does Employee Performance Mediate the Effect of Workforce Diversity on Organisational Performance? Evidence from Small and Medium Enterprises (SMEs) in the Buea Municipality." Archives of Business Research 9, no. 7 (2021): 79–94. http://dx.doi.org/10.14738/abr.97.10481.

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The objective of this study was to examine the mediating role of employee performance in the effect of workforce diversity on organisational performance. Data used was collected through questionnaires from 306 SMEs operating in the Buea Municipality. Four variants of workforce diversity were retained (age, gender, ethnicity and educational background). Data was analysed using the Baron and Kenny (1986) approach of mediation and the MacKinnon et al. (2002) extension in ascertain the existence of mediation. The findings show that employee performance mediates the effects of gender, age, ethnic a

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Malik, Pooja, Usha Lenka, and Debashish Kumar Sahoo. "Proposing micro-macro HRM strategies to overcome challenges of workforce diversity and deviance in ASEAN." Journal of Management Development 37, no. 1 (2018): 6–26. http://dx.doi.org/10.1108/jmd-11-2016-0264.

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Purpose The purpose of this paper is to propose a conceptual framework associating globalization, workforce diversity, and deviance and suggest micro-macro HRM strategies to overcome challenges associated with the workforce diversity and workplace deviance. Design/methodology/approach A systematic review of literature of past 25 years was carried out with the key word “globalization, workforce diversity, and deviance” from several electronic databases. Findings Findings propose micro-macro HRM strategies to be adopted by HR practitioners in Association of Southeast Asian Nations (ASEAN) organi

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Oluwatayo, Adedapo Adewunmi, and Dolapo Amole. "Architectural firms: workforce, business strategy and performance." Construction Economics and Building 11, no. 4 (2011): 21–44. http://dx.doi.org/10.5130/ajceb.v11i4.2239.

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The intent of this research was to investigate the relationship between the workforce, business strategy and performance of architectural firms. Data was collected from 92 firms randomly selected from the cities where architectural firms were most concentrated in Nigeria using questionnaires. Hierarchical regression analysis was carried out to investigate the direct and indirect impacts of the workforce of architectural firms on their performance. The findings confirm the significant positive impact. With business strategy controlled, the specific characteristics of the workforce and its manag

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Turek, Konrad, Jaap Oude Mulders, and Kène Henkens. "The Proactive Shift in Managing an Older Workforce 2009–2017: A Latent Class Analysis of Organizational Policies." Gerontologist 60, no. 8 (2020): 1515–26. http://dx.doi.org/10.1093/geront/gnaa037.

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Abstract Background and Objectives Longitudinal perspectives on how organizations react to workforce aging are missing in the literature. In this study, we fill this gap and ask how organizations deal with older workers, how their approaches change over time, and in which sectors of the economy and types of organizations the changes were most profound. Research Design and Methods Data come from two large-scale employer surveys: 2009 (n = 1,077) and 2017 (n = 1,358), representative for the Netherlands. We use a three-step group-comparison latent class analysis combined with a multinomial logist

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Yadav, Shatrughan, and Usha Lenka. "Workforce diversity: from a literature review to future research agenda." Journal of Indian Business Research 12, no. 4 (2020): 577–603. http://dx.doi.org/10.1108/jibr-08-2019-0243.

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Purpose Workforce diversity is widely believed to enhance the knowledge and perspectives of organizations. The purpose of this study is to synthesize the existing diverse literature on workforce diversity and to enlighten the avenues for future research in managing workforce diversity. Design/methodology/approach This study performs a comprehensive review of empirical and conceptual studies published on workforce diversity and its outcomes in the top 13 peer-reviewed leading management journals between 1990 and 2019. Findings The assessment of diversity literature reported mixed and inconsiste

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McFarland, Walter, and David Jestaz. "Talent development in the digital age: a neuroscience perspective." Industrial and Commercial Training 48, no. 2 (2016): 74–79. http://dx.doi.org/10.1108/ict-09-2015-0062.

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Purpose – The purpose of this paper is to suggest a relationship between talent development and organizational change, and to invite more research on this topic. Design/methodology/approach – This is a viewpoint of the authors and not a research paper. It is designed to stimulate thinking and research. Findings – There are no findings. The paper suggests that the expanded use of talent development interventions may improve workforce engagement in organizational change and invites more thinking and research. Research limitations/implications – It is not a research piece, a viewpoint only. Pract

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Vandenberghe, Vincent. "Is workforce diversity good for efficiency? An approach based on the degree of concavity of the technology." International Journal of Manpower 37, no. 2 (2016): 253–67. http://dx.doi.org/10.1108/ijm-01-2015-0010.

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Purpose – The purpose of this paper is to answer the question of workforce diversity and efficiency. It departs from the rather ad hoc approach used in most recent empirical papers exploiting firm-level evidence, and suggests focusing on the estimation of the degree of concavity of the production function. Design/methodology/approach – Workforce diversity is optimal when the technology displays concavity in the share of workers considered (e.g. decreasing marginal contribution of rising shares of more productive/skilled workers). What is also shown in this paper is that a generalised version o

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Lina, Manna Akter. "Impact of Globalization on Human Resource Management." Global Disclosure of Economics and Business 7, no. 2 (2018): 51–62. http://dx.doi.org/10.18034/gdeb.v7i2.109.

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Globalization has a most important implication for human resource management practice in general. For some, globalization creates pressures for taking best, a transferable set of HRM practices that can spread around the world. It is a force that touches the lives of people living in all countries of the world. In the age of globalization, there is an opportunity to enter new markets, to improved job opportunities and higher remuneration for skilled employees. The challenges are equally numerous. Organizations need to deal with a mature workforce; and they must attract, integrate and maintain m

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Williams, Stephen L., and Charles J. Fox. "Organizational Approaches for Managing Mid-Career Personnel." Public Personnel Management 24, no. 3 (1995): 351–63. http://dx.doi.org/10.1177/009102609502400307.

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There is a growing concern about the ramifications of significant restructuring of the workforce in the next century. While there has been considerable attention given to the education, training, and motivation of new workers, less attention has been given to parts of the existing workforce, particularly mid-career personnel. As the average age of the workforce steadily increases and attrition reduces the number of qualified workers, there will be a growing need for innovative methods of keeping experienced and knowledgeable personnel productive. This resource can be invaluable for maintaining

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Lamichhane, Basu Dev. "Managing Work force Diversity: Key Successful factors." Nepalese Journal of Management Research 1 (January 31, 2021): 76–86. http://dx.doi.org/10.3126/njmgtres.v1i0.37326.

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Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workfo

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Vasconcelos, Anselmo Ferreira. "Mapping Brazilian workforce diversity: a historical analysis." Management Research Review 39, no. 10 (2016): 1352–72. http://dx.doi.org/10.1108/mrr-04-2015-0104.

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Purpose The purpose of this paper is to examine how Brazilian organizations have handled diversity. Design/methodology/approach This study draws upon the historical analysis by focusing essentially on secondary sources of data, surface-level indicators, namely, race, gender and age. Accordingly, the major sources of information used in this study are the rankings of the Great Place to Work® Institute Brazil (between 2005 and 2013) and from the Brazilian Ministry of Labor and Employment’s reports (between 2009 and 2013). Findings The evidence gathered from the Great Place to Work® Institute Bra

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Dwyer, Rocky J., and Ana Azevedo. "Preparing leaders for the multi-generational workforce." Journal of Enterprising Communities: People and Places in the Global Economy 10, no. 3 (2016): 281–305. http://dx.doi.org/10.1108/jec-08-2013-0025.

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Purpose This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning. Design/methodology/approach The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational se

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Poddar, Debasis. "Domestic Workplace: Critical Crossroads of Unorganized Labour and Management." Management and Labour Studies 43, no. 1-2 (2018): 46–57. http://dx.doi.org/10.1177/0258042x18754429.

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In the world of work at large, domestic workplace constitutes an altogether different space for hitherto labour jurisprudence and more so in the given age of liberalization-privatization-globalization worldwide. The way workforce used to get together at workplace and thereby unionized to form trade union in factory, mine, plantation and other establishments cannot take place anyway in case of domestic workplace. No wonder that the same attracts attention of relevant stakeholders on several counts, for example, labour on the one side and management on the other side. The author explores peculia

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Baker, Shawn A., and W. Dale Greene. "Changes in Georgia's Logging Workforce, 1987–2007." Southern Journal of Applied Forestry 32, no. 2 (2008): 60–68. http://dx.doi.org/10.1093/sjaf/32.2.60.

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Abstract We have conducted a survey of Georgia's logging contractors every 5 years for a period of 20 years (1987–2007). These data provide a useful measure to assess changes in the contractor workforce over this time period. The average weekly production of logging firms has increased 83% since 1987. A moderate increase (approximately 15%) in representation of fully mechanized logging crews has been followed by increased investments in crews of this type but declining marginal returns on investment. Average production per man-hour worked has increased over 50%. No distinct changes in landowne

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Guerrazzi, Marco. "Workforce ageing and the training propensity of Italian firms." European Journal of Training and Development 38, no. 9 (2014): 803–21. http://dx.doi.org/10.1108/ejtd-06-2014-0047.

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Purpose – The purpose of this paper is to take into consideration the propensity to offer vocational training of a large sample of Italian private firms by retrieving cross-sectional data from INDACO (2009). Design/methodology/approach – Estimating a probit model, the author assesses how the age and the gender composition of the employed workforce, as well as a set of relevant corporate characteristics, such as size, sector, geographical location, innovation strategies, R&D investments and use of social safety valves, are linked to the willingness of firms to supply on-the-job training. Fi

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Murawski, Matthias, and Markus Bick. "Digital competences of the workforce – a research topic?" Business Process Management Journal 23, no. 3 (2017): 721–34. http://dx.doi.org/10.1108/bpmj-06-2016-0126.

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Purpose Considering working in the digital age, questions on the consequences for the individual workers are, so far, often neglected. The purpose of this paper is to deal with the question of whether the digital competences of the workforce is a research topic. The authors argue for the thesis that it is indeed a research topic. Design/methodology/approach In addition to a literature analysis of the top IS, HR, and learning publications, non-scientific sources, as well as the opinions of the authors, are included. The authors’ thesis is challenged through a debate of corresponding pros and co

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Backes-Gellner, Uschi, Martin R. Schneider, and Stephan Veen. "Effect of Workforce Age on Quantitative and Qualitative Organizational Performance: Conceptual Framework and Case Study Evidence." Organization Studies 32, no. 8 (2011): 1103–21. http://dx.doi.org/10.1177/0170840611416746.

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Kossen, Chris, and Cec Pedersen. "Older workers in Australia: The myths, the realities and the battle over workforce ‘flexibility’." Journal of Management & Organization 14, no. 1 (2008): 73–84. http://dx.doi.org/10.5172/jmo.2008.14.1.73.

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AbstractA decisive 2004 fourth term win for the Howard Government and control over the Senate provided the Australian government with a mandate to further deregulate the labour market in the name of ‘flexibility’. This paper uses a critical perspective to challenge the wisdom of neo-liberal market economics as the driving force behind the rapid expansion of non-traditional ‘flexible’ forms of work and the persistence of a deficit model/perspective that continues to devalue the human capital value of older workers. It is argued that these trends will contribute to ongoing under utilisation of ‘

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Egdell, Valerie, Gavin Maclean, Robert Raeside, and Tao Chen. "Age management in the workplace: manager and older worker accounts of policy and practice." Ageing and Society 40, no. 4 (2018): 784–804. http://dx.doi.org/10.1017/s0144686x18001307.

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AbstractThe impact of an ageing workforce on the workplace is a concern internationally. Governments are increasingly encouraging the continued labour market participation of older workers, seeking to remove previous barriers to the extension of working lives and give more choice to workers. Despite these legislative drivers, research has consistently found a lack of systematic approaches by employers to prepare and benefit from these demographic and labour market changes. In this paper, qualitative research is drawn upon to examine how managers and older workers think about age and ageing in

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Lain, David, and Wendy Loretto. "Managing employees beyond age 65: from the margins to the mainstream?" Employee Relations 38, no. 5 (2016): 646–64. http://dx.doi.org/10.1108/er-04-2015-0062.

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Purpose – Against a backdrop of legislative and policy changes, this paper assesses the extent to which the over-65 age-group is moving from the margins to the mainstream of UK employment. The purpose of this paper is to fill a gap in HR research and practice which, it is argued, has paid relatively little attention to the over-65s. Design/methodology/approach – The analysis draws on three waves of the Labour Force Survey (LFS) (2001, 2008, 2014), to explore the extent to which organisational, occupational and sectoral marginalisation of the over-65s has changed in the twenty-first century. Fi

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Sheen, Veronica. "The implications of Australian women’s precarious employment for the later pension age." Economic and Labour Relations Review 28, no. 1 (2017): 3–19. http://dx.doi.org/10.1177/1035304617690095.

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The increase in pension eligibility ages in Australia, as elsewhere, throws into relief the consequences of gender inequality in employment. Because of career histories in lower paid and more insecure employment, a higher percentage of women than men are dependent on the age pension rather than on superannuation or savings and investments, and so will be disproportionately affected by deferred access. Yet, fewer women than men hold the types of ‘good jobs’ that will sustain them into an older age. Women are more likely to be sequestered in precarious employment, with reduced job quality and a

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Lazazzara, Alessandra, and Stefano Za. "The effect of subjective age on knowledge sharing in the public sector." Personnel Review 49, no. 1 (2019): 303–23. http://dx.doi.org/10.1108/pr-07-2018-0248.

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Purpose The purpose of this paper is to examine whether subjective age – i.e., how old or young individuals experience themselves to be – affects explicit and tacit knowledge sharing (KS) in the public sector. Moreover, the study explores the moderating effect of three socio-organisational factors, namely KS attitude, co-workers age similarity and organisational structure, on the relationship between subjective age and KS. Design/methodology/approach Data were collected from employees working in public (n=144) and hybrid (n=263) Italian organisations. Hierarchical linear multiple regression an

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Gihwala, Anita. "AngloGold Ashanti: the dawning of a new age." Emerald Emerging Markets Case Studies 2, no. 8 (2012): 1–19. http://dx.doi.org/10.1108/20450621211289476.

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Title AngloGold Ashanti: the dawning of a new age. Subject area Change management, leadership, human resources management and organisational behaviour. Study level/applicability Business and organisational behaviour students at a Master's level of study. Case overview This case study explores the challenges facing one of the jewels of corporate South Africa, AngloGold Ashanti, as it seeks to introduce and implement vast changes across its global operations within a pre-established time frame. It explores those factors that impact the introduction and implementation of a successful and sustaina

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Hatak, Isabella, Rainer Harms, and Matthias Fink. "Age, job identification, and entrepreneurial intention." Journal of Managerial Psychology 30, no. 1 (2015): 38–53. http://dx.doi.org/10.1108/jmp-07-2014-0213.

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Purpose – The purpose of this paper is to examine how age and job identification affect entrepreneurial intention. Design/methodology/approach – The researchers draw on a representative sample of the Austrian adult workforce and apply binary logistic regression on entrepreneurial intention. Findings – The findings reveal that as employees age they are less inclined to act entrepreneurially, and that their entrepreneurial intention is lower the more they identify with their job. Whereas gender, education, and previous entrepreneurial experience matter, leadership and having entrepreneurial pare

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DeWitt, Rocki-Lee, Linda Klebe Trevino, and Kelly A. Mollica. "The Influence of Eligibility on Employees' Reactions to Voluntary Workforce Reductions." Journal of Management 24, no. 5 (1998): 593–613. http://dx.doi.org/10.1177/014920639802400502.

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This study examined employees' reactions to a voluntary sever ance program (VSP). Results generally supported a model that links perceptions of justice-based attributes (adequacy of outplacement help; consistency, objectivity, and ethicality of procedures) with affective commitment and intentions to leave. We also considered the main and moderating effects of a particular voluntary severance outcome, eligi bility. Eligibility was associated with both commitment and turnover intentions, and moderated the effect of perceived adequacy of outplace ment help on turnover intentions, as well as the e

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Green, Jason, and Thomas Timmerman. "Are Millennials More Likely To Be Abusive Supervisors?" SAM Advanced Management Journal 86, no. 2 (2021): 5–14. http://dx.doi.org/10.52770/tbod4610.

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Demographic shifts in the labor force provide a variety of challenges for managers and leaders in organizations. Throughout history, shifts such as the greater participation of females in the workforce, greater ethnic/racial diversity, and increasing internationalization paired with age-related impacts have sparked changes in societal attitudes and management practices. Generational differences are also challenging because people born in different time periods may grow up in periods with differing values and social norms. As a result, people from different generations may have different expect

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Sukalova, Viera, and Pavel Ceniga. "Diversity Management in Sustainable Human Resources Management." SHS Web of Conferences 74 (2020): 01033. http://dx.doi.org/10.1051/shsconf/20207401033.

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Today, globalization is becoming more and more widespread and important in almost all areas in the social, economic and political spheres. In most cases, it is globalization that brings diversity to everyday life. This diversity is gradually penetrating into other spheres, which is why business managers are increasingly confronted with a diverse workforce; employees of different origins, race, gender, or age. The policy of diversity management contributes to the strengthening of social responsibility of the company and is also an element of the competitiveness. Our research was aimed to enhanc

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