Relevant bibliographies by topics / Aging Workforce

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Aging Workforce'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 June 2025

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Journal articles on the topic "Aging Workforce"

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Collins-McNeil, Janice, Daphne Sharpe, and Debra Benbow. "Aging workforce." Nursing Management (Springhouse) 43, no. 3 (March 2012): 50–54. http://dx.doi.org/10.1097/01.numa.0000412228.68794.fa.

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Tugman, Kristin. "Aging Workforce Update." Professional Case Management 18, no. 3 (2013): 155–57. http://dx.doi.org/10.1097/ncm.0b013e31828ad597.

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Brown, Stephen. "The Aging US Workforce." CFA Institute Magazine 15, no. 1 (January 2004): 44–45. http://dx.doi.org/10.2469/cfm.v15.n1.2850.

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Streb, Christoph K., Sven C. Voelpel, and Marius Leibold. "Managing the aging workforce:." European Management Journal 26, no. 1 (February 2008): 1–10. http://dx.doi.org/10.1016/j.emj.2007.08.004.

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&NA;. "Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 1 (January 2006): 9–10. http://dx.doi.org/10.1097/00006247-200601000-00002.

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&NA;. "Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 2 (February 2006): 9–10. http://dx.doi.org/10.1097/00006247-200602000-00003.

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&NA;. "Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 3 (March 2006): 9–10. http://dx.doi.org/10.1097/00006247-200603000-00002.

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Bethke, Pamela, and Andreas Tinner. "Aging Workforce. Wie Unternehmen ältere Arbeitnehmende besser einbinden können." Zeitschrift für Führung und Organisation 4 (August 1, 2022): 256–61. https://doi.org/10.5281/zenodo.7024866.

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Die Aging Workforce kann ein Hebel sein, um den Fachkräftemangel abzufedern. Wenn Unternehmen diese Kohorte an sich binden wollen, konkurrieren sie mit der Aussicht auf den Ruhestand und der Verwirklichung von Lebensträumen. Sechs Thesen, aus der aktuellen Literatur abgeleitet, wurden mittels einer Interviewstudie untersucht. Dabei ging es sowohl um die Sicht der Aging Workforce, welche den Wunsch nach Flexibilität und Sinnhaftigkeit des Tuns hegt, wie auch um die Perspektive der Unternehmen, für die Fragen des Gesundheits- und Wissensmanagements im Zentrum stehen. Wichtig für die Bleibemotivation sind eine Kultur der Wertschätzung und ein Altersmanagement, welches der Work-Life-Balance Rechnung trägt und mentale Belastungen minimiert. Auch intergenerationelles Lernen ist gefragt, um das Erfahrungswissen der Älteren zu erhalten und deren veraltetes Wissen aufzufrischen. Über Sensibilisierungskampagnen und eine entsprechende Führungskräfteentwicklung lässt sich die Diskriminierung der Aging Workforce vermeiden. Das steigert die Arbeitgeberattraktivität. The aging workforce can be a lever to mitigate the effects of a shortage of skilled workers. Companies face competition with pensions payouts and life dreams. Six theses based on current literature are researched through an interview study. Thereby, the perspective of the aging workforce, who desires flexibility and purpose in their work, as well as the perspective of companies, who are dealing with health management and knowledge management, are reflected. Important to a commitment to stay is an appreciative corporate culture and an age management that takes work-life balance into account and that minimizes mental stress. Intergenerational learning is required to retain experiential knowledge of the aging workforce and to refresh their outdated knowledge, too. To complete the perception as an employer of choice for the aging workforce, companies are called to avoid discrimination through campaigns that create awareness and leadership development.
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Patel, Prachi. "The aging nuclear workforce [Careers]." IEEE Spectrum 48, no. 5 (May 2011): 26. http://dx.doi.org/10.1109/mspec.2011.5753237.

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McMahan, Shari, and Dominick Sturz. "Implications for an Aging Workforce." Journal of Education for Business 82, no. 1 (September 2006): 50–55. http://dx.doi.org/10.3200/joeb.82.1.50-55.

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Dissertations / Theses on the topic "Aging Workforce"

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Arvidsson, Emma-Maria. "Energizing the aging workforce effective leadership of an age heterogeneous workforce /." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01648328002/$FILE/01648328002.pdf.

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Mathias, Robert C. "Reducing long-term injuries in manufacturing companies with an aging male workforce." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007mathiasr.pdf.

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Kast, Marcia L. "Impact of aging nurses on workforce planning at Gundersen Lutheran Medical Center." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007kastm.pdf.

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Francis-Pettway, Julie. "An Aging Workforce and the Technology Gap| An Exploratory Multiple Case Study." Thesis, Walden University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13806968.

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<p> A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group's adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the <i>selection-optimization-compensation framework for successful aging</i> and, second, the <i>age-inclusive training design framework.</i> Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction.</p><p>
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Francis-Pettway, Julie Sulene. "An Aging Workforce and the Technology Gap: An Exploratory Multiple Case Study." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6428.

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A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group's adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the selection-optimization-compensation framework for successful aging and, second, the age-inclusive training design framework. Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction.
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Rineer, Jennifer Rae. "Supporting the Aging Workforce: The Impact of Psychosocial Workplace Characteristics on Employees' Work Ability." PDXScholar, 2015. https://pdxscholar.library.pdx.edu/open_access_etds/2216.

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It is estimated that by 2020, 25% of the US labor force will be aged 55 or older. Along with this demographic shift, Americans and employees in other industrialized nations are now working longer than before, either out of preference or financial necessity. Therefore, it is essential that we understand how to support employees so that they can continue working in a healthy, happy, and productive manner as they age. The construct of work ability (the extent to which people perceive they can meet the mental and physical demands of their jobs) has the potential to guide research and practice on how best to support employees throughout the lifespan. However, though studied extensively in the occupational health literature, work ability has only recently gained attention in the Industrial/Organizational Psychology and Occupational Health Psychology literatures. This study helps to further integrate work ability into our field and theoretically ground the construct using the Job Demands-Resources model (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). Specifically, this study examined psychosocial characteristics of the work environment (age diversity climate, team cohesion, organizational justice, and leader-member exchange) that were expected to buffer against the negative effects of increased age and poor health on work ability. The interaction between team cohesion and poor health had a significant effect on work ability. While the other hypothesized interaction relationships were unsupported, ancillary analyses showed that both team cohesion and age diversity climate do relate positively to work ability, even after controlling for age and health. These findings highlight the importance of a positive social work environment in supporting employees' work ability throughout the lifespan. Suggestions for future research include examining additional psychosocial predictors and behavioral outcomes of work ability, as well as conducting intervention studies aimed at increasing work ability by improving social aspects of the work environment.
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Brenneis, Judith Simone. "Aging workforce eine empirische Untersuchung zum Zusammenhang von Arbeitsfähigkeit, körperlicher Leistungsfähigkeit, sportlicher Aktivität, Übergewicht, sozialen Ressourcen und Alter." Berlin dissertation.de, 2007. http://www.dissertation.de/buch.php3?buch=5191.

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Lasten, Yamil Walid. "Strategies for Managing an Age-Diverse Workforce in Curaçao." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3043.

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Some business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curaçao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes that belonging to the same generational unit, generational location, and generational actuality shapes the beliefs, values, and attitudes of members of a generational cohort collectively. Data from interviews and company documentation that included an annual report, business guide, and performance management documentation were coded and analyzed using NVivo software, and member checking was used to enhance the trustworthiness of interpretations. Key themes that emerged from data analysis include the need to use communication strategies, foster equal treatment of employees, implement employee development plans, and adopt a structured approach for addressing issues related to age-diversity. Implementation of the different strategies and recommendations identified in this study might aid business leaders in their effort to manage an age-diverse workforce and increase workplace productivity. Implications for social change include the potential to improve empathy and relations between individuals from different generations and the cultivation of a more cohesive society.
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Kinsella, Cheyenne. "Strategies that Influence Retention Rate in Ohio Nursing Home State Tested Nurse Aides." Miami University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=miami1590929444739033.

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Streb, Christoph Klaus [Verfasser]. "Empirical research on aging workforce management : secondary data, grounded theory, and case study findings with particular consideration of the automobile industry / Christoph Klaus Streb." Bremen : IRC-Library, Information Resource Center der Jacobs University Bremen, 2008. http://d-nb.info/1034716034/34.

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Books on the topic "Aging Workforce"

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Fiske, Susan T., and Tara Becker, eds. Understanding the Aging Workforce. Washington, D.C.: National Academies Press, 2022. http://dx.doi.org/10.17226/26173.

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

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Williams, Anne H. How to manage your aging workforce. Brentwood, Tenn: M. Lee Smith Publishers, 2002.

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Job Accommodation Network (U.S.). Job accommodations for the aging workforce. Morgantown, WV: Office of Disability Employment Policy, Job Accommodation Network, 2011.

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

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

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Robinson, Pauline K. Management policy on aging in the workforce. [Los Angeles, Calif.?]: Employment and Retirement Division, Ethel Percy Andrus Gerontology Center, 1985.

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1943-, Auerbach James A., and Welsh Joyce C, eds. Aging and competition: Rebuilding the U.S workforce. Washington, DC: National Planning Association, 1994.

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Institute, Radcliffe Public Policy, ed. At the crossroads: The aging of the workforce. Cambridge, Mass: Radcliffe Public Policy Institute, Radcliffe College, 1995.

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Hedge, Jerry W., Walter C. Borman, and Steven E. Lammlein. The aging workforce: Realities, myths, and implications for organizations. Washington: American Psychological Association, 2006. http://dx.doi.org/10.1037/11325-000.

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Book chapters on the topic "Aging Workforce"

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Furnham, Adrian. "The aging workforce." In The People Business, 18–20. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230510098_2.

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Gardiner, Elliroma, and Mego Kuan-Lun Chen. "The Aging Workforce." In Handbook on Management and Employment Practices, 1–20. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-24936-6_22-1.

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Gardiner, Elliroma, and Mego Kuan-Lun Chen. "The Aging Workforce." In Handbook on Management and Employment Practices, 527–46. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-29010-8_22.

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Rauvola, Rachel S., and Cort W. Rudolph. "Multigenerational Workforce." In Encyclopedia of Gerontology and Population Aging, 1–6. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-69892-2_905-1.

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Rauvola, Rachel S., and Cort W. Rudolph. "Multigenerational Workforce." In Encyclopedia of Gerontology and Population Aging, 3344–49. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-22009-9_905.

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Drabe, David. "Einleitung." In Strategisches Aging Workforce Management, 1–5. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10719-2_1.

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Drabe, David. "Demographische Rahmenbedingungen." In Strategisches Aging Workforce Management, 7–20. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10719-2_2.

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Drabe, David. "Grundlagen der Altersforschung im Organisationskontext." In Strategisches Aging Workforce Management, 21–57. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10719-2_3.

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Drabe, David. "Mitarbeiterzufriedenheit im Organisationskontext." In Strategisches Aging Workforce Management, 59–98. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10719-2_4.

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Drabe, David. "Altersspezifische Determinanten und Implikationen der Mitarbeiterzufriedenheit." In Strategisches Aging Workforce Management, 99–134. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10719-2_5.

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Conference papers on the topic "Aging Workforce"

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Cavallo, Jon R. "Current Status of Us Nuclear Power Plant Safety-Related Coatings." In Paint and Coatings Expo (PACE) 2006, 1–8. SSPC, 2006. https://doi.org/10.5006/s2006-00011.

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Abstract Since the selection and application of safety-related coatings in commercial US nuclear power plants began in the early 1950's, many changes have occurred in coatings technology, industry understanding of the performance of coatings in the nuclear plant environment, and regulatory oversight of these coatings. This paper will acquaint the reader with current developments in the area of safety-related coatings for US nuclear power plant coatings, focusing on the effects on the nuclear coatings industry of aging of safety-related coatings, aging of the planet Earth, and aging of the coatings workforce
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Wilfley, Bryan. "Cal Water Tank Maintenance Program." In Coatings+ 2020, 1–9. SSPC, 2020. https://doi.org/10.5006/s2020-00073.

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Abstract California Water Service (Cal Water) has had a team dedicated to the maintenance of its water tank infrastructure since the 1970s. The Team faces significant challenges as it strives to maintain the reliability of more than 450 water tanks throughout the State of California. Some of these challenges include tighter State regulations, increased visibility from the public, limited resources, aging infrastructure, and an aging workforce that will take their valuable institutional knowledge into retirement with them. Cal Water's Tank Maintenance Program is expanding to address a need for a higher standard of service, including changing the geometry of the tanks so that it will help benefit the effectiveness of the coatings and using SSPC standards to inspect tanks and create new coating projects.
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Liu, Shuhua (Monica), and Raya Fidel. "Managing aging workforce." In the 1st international conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1328057.1328084.

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Chappel, J., and L. Davison. "21. Aging Workforce: OHS Solutions." In AIHce 2003. AIHA, 2003. http://dx.doi.org/10.3320/1.2757897.

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Grice, Amy, Jackie M. Peer, and Greg T. Morris. "Today's aging workforce — Who will fill their shoes?" In 2011 64th Annual Conference for Protective Relay Engineers. IEEE, 2011. http://dx.doi.org/10.1109/cpre.2011.6035641.

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Bizjak Ferjan, Maruša, and Katja Debelak. "Can AI Bridge the Productivity Gap of an Aging Workforce?" In 44th International Conference on Organizational Science Development, 41–54. University of Maribor Press, 2025. https://doi.org/10.18690/um.fov.2.2025.4.

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The aging global workforce poses significant challenges for organizations striving to sustain productivity amidst the physical and cognitive decline associated with aging. Artificial intelligence (AI) emerges as a transformative tool, offering solutions to enhance the capabilities of older employees, automate routine tasks, and support informed decision-making. This paper explores the potential of AI to counteract productivity losses linked to workforce aging through a comprehensive review of existing research. It synthesizes insights on the effects of aging on employee productivity, examines how AI can complement and augment the contributions of older employees, and evaluates the broader implications of AI integration on organizational efficiency. By exploring exploring the interplay between AI’s potential and workforce aging and providing recommendations for inclusive AI implementation, the paper aims to contribute to the ongoing discourse on how AI can foster a sustainable, productive, and inclusive work environment in the face of demographic changes.
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Verma, Alok K., and Ameya S. Erande. "Project Based Activities to Attract Students to Marine Engineering and Technology Careers." In ASME 2008 International Mechanical Engineering Congress and Exposition. ASMEDC, 2008. http://dx.doi.org/10.1115/imece2008-67741.

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During the past several years, workforce issues have immerged as a dominant concern for shipbuilding and repair companies. Related issues include concern about “aging” of the workforce, lack of basic technical education, career transition processes, recruitment and training of the new workforce, retention and training of the incumbent workforce, image of the industry, and lack of career information for middle and high school students. Large turnover combined with retirement of aging workforce is anticipated to create large demands for qualified workforce. The Shipbuilding and Repair Career Day Events (SBRCD) project was conceived in response to this critical need of workforce in shipbuilding and repair industry. This project was funded by the National Shipbuilding research Program to increase awareness about careers in marine industry. The paper discusses the multi-pronged effort within the SBRCD project to inform and engage middle and high school students, teachers and counselors about career opportunities in this industry. The paper also discusses the design and development of four simulation activities known as marine kits to engage students in shipbuilding related projects. These activities are tied to Virginia Standards of Learning (SOL) so teachers can use them in classrooms without loosing time. The Marine Kits were pilot tested and results are discussed.
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Gulliver, Brian, and George Finger. "Managing the Costs for Integrating New Engineers Into an Aging Aerospace Design Workforce." In AIAA SPACE 2009 Conference & Exposition. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2009. http://dx.doi.org/10.2514/6.2009-6435.

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Hribar, Nena, and Polona Šprajc. "Doseganje zaposljivosti pri starajoči delovni sili; vloga starosti in doseganje ciljnih usmeritev." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.23.

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The aging workforce challenges companies to keep their aging employees employable in the workforce. This paper gives an indication as to which employees are more likely to be interested in further learning and employability. Specifically, the aim of this study was to investigate the role of chronological age and achievement goal orientations for informal and formal learning and employability. It was found that informal learning has a significant positive relation with several dimensions of employability. Furthermore, mastery-approach goal orientation also shows a significant positive relation with informal learning and employability. In addition, age had no significant relation with the achievement goal orientations. The paper stresses the need to consider characteristics other than chronological age, such as goal orientations, when considering employees’ learning behavior and employability.
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FACCHINI, FRANCESCO. "Human cognitive and motor processing time in the aging workforce: An objective parameters-based model." In IJCIEOM 2020 - International Joint Conference on Industrial Engineering and Operations Management. IJCIEOM 2020 - International Joint Conference on Industrial Engineering and Operations Management, 2020. http://dx.doi.org/10.14488/ijcieom2020_abst_0009_37493.

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Reports on the topic "Aging Workforce"

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Carta, Francesca, Francesco D'Amuri, and Till von Wachter. Workforce Aging, Pension Reforms, and Firm Outcomes. Cambridge, MA: National Bureau of Economic Research, January 2021. http://dx.doi.org/10.3386/w28407.

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Cheng, Chih-Yu. Productivity Policies for Aging Asia. Asian Productivity Organization, January 2024. http://dx.doi.org/10.61145/zkbp7758.

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As Asian societies age and APO member economies turn silver, they face the challenge of a dwindling workforce, and consequently, of a declining productivity. A coherent policy framework that proactively fosters seniors to be part of the workforce and ensures their well-being could effectively address the impending challenge.
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Clark, Robert, Steven Nyce, Beth Ritter, and John Shoven. Employer Concerns and Responses to an Aging Workforce. Cambridge, MA: National Bureau of Economic Research, February 2019. http://dx.doi.org/10.3386/w25572.

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Clark, Robert, and Beth Ritter. How Are Employers Responding to an Aging Workforce? Cambridge, MA: National Bureau of Economic Research, January 2020. http://dx.doi.org/10.3386/w26633.

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Rineer, Jennifer. Supporting the Aging Workforce: The Impact of Psychosocial Workplace Characteristics on Employees' Work Ability. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2213.

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Kerai, Urvi, Lydia Kiroff, and Rashika Sharma. The Response of Auckland Construction Firms to Recent Technological Changes. Unitec ePress, July 2021. http://dx.doi.org/10.34074/ocds.087.

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Over the past decade, the impacts of technology on the construction sector have been profound. This trend presents significant challenges for construction firms in an environment characterised by skilled labor shortages and an aging workforce that tends to struggle to accept new technology. The purpose of this research is to determine the types of technologies that are being used by Auckland construction firms, the challenges that they face as they adopt new technologies, and the impact of technology on the construction workforce.
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Houston, Robert, William Koon, and Justin Scarr. State of Australian Aquatic Facilities 2025: Benchmarking Social, Health & Economic Value, Access Equity & Sustainability. Royal Life Saving Australia, March 2025. https://doi.org/10.62977/89487.

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The State of Australian Aquatic Facilities 2025 report highlights the critical role aquatic facilities play in community health, safety, and social connection. It identifies key challenges such as aging infrastructure, inequitable access, workforce shortages, and sustainability concerns. Currently, 24% of Australians live over 10 minutes away from a public pool, with this number projected to rise to 29% by 2032. Economic benefits per visit are estimated at $30.50, contributing to an annual social value of $12.84 billion. Recommendations include establishing a national investment program, improving planning frameworks, enhancing workforce protections, and adopting sustainability standards to ensure long-term viability.
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8

McConnell, Kathleen, and Priya Raman. The Indirect Benefits of a Transit Apprenticeship and its Potential Value as a Flexible Postsecondary Pathway. Mineta Transportation Institute, December 2024. https://doi.org/10.31979/mti.2024.2364.

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The transit sector has begun to embrace apprenticeships as a worthwhile training model. Apprenticeships may also address young people’s interest in career advancement opportunities, an additional benefit to the transit sector as it replaces an aging workforce and resolves other recruitment challenges. Apprenticeships that emphasize both technical and soft skills invest in career advancement by offering employees the chance to develop “cross-cutting competencies.” A highly developed model of this approach is found in the Santa Clara Valley Transportation Authority Joint Workforce Initiative (JWI), which formally recognizes skills acquisition with accredited certificates. Further development of this model would find support in initiatives to restructure postsecondary education in ways that better integrate non-degree and degree programs. Those efforts are gaining strength in response to persistent non-completion rates and declining college wealth premiums. This study contextualizes the JWI’s strengths within the revival of non-degree credentials fueled by efforts like the California Guided Pathways Program. It identifies the JWI as a good candidate for pathways that lead to a degree. Drawing on guidelines for connecting job training with degree programs, the study details the importance of affordability, portability, and articulation and outlines how these features could be further developed in the JWI.
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9

KaralynClouser, Karalyn, Natalie NatalieVillwock-Witte, Carrie Kissel, and Bret Allphin. Supporting Employment Transportation in Southern Georgia. Western Transportation Institute, October 2023. http://dx.doi.org/10.15788/1700592681.

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The Southern Georgia Regional Commission (SGRC) is a regional planning agency that conducts economic development, regional transportation and environmental planning, local government services, aging programs, workforce development, geographic information systems (GIS), and other services for an eighteen-county region. The region includes Atkinson, Bacon, Ben Hill, Berrien, Brantley, Brooks, Charlton, Clinch, Coffee, Cook, Echols, Irwin, Lanier, Lowndes, Pierce, Tift, Turner, and Ware Counties. Within its rural regional transportation program, SGRC develops rural transit development plans (TDPs) under contract to the Georgia Department of Transportation. SGRC also administers coordinated human services transportation for clients of agencies within Georgia’s Department of Human Services. In the summer of 2021, SGRC began to operate rural public transit services on a regional basis called SGRC Regional Transit, providing a mobility option for 15 of the 18 counties in the region. One of the region’s goals in establishing region-wide rural public transit is to address economic development, including providing mobility to existing and potential employment sites. The region’s 2020 update to the Comprehensive Economic Development Strategy (CEDS) notes: “While some growth has been experienced within the region, persistent poverty, underemployment, and unemployment continue to plague the area.” Several goals and strategies in the CEDS relate to these issues of addressing poverty and employment. These include encouraging the establishment of transportation systems and facilities that support residents and visitors to broaden mobility options. In addition, some employers have already begun transportation services at their own expense. Others, including food processing business, have expressed to area workforce development and economic development professionals that they could create additional jobs if they had access to additional workers.
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10

Ee, Sharifah Rose. Empowering older workers amid an ageing workforce. Edited by Shahirah Hamid and Reece Hooker. Monash University, September 2023. http://dx.doi.org/10.54377/1daa-9d5c.

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