The Future For Older Workers

Across the world governments in mature industrial and post-industrial economies are concerned about the ageing population. Dealing directly and exclusively with the issue of older workers, this book brings together up-to-the-minute research findings by many of the leading researchers and writers in the field. The duration and quality of working lives and the timing and circustances of retirement are of growing concern, especially in those cases where employers' demands and imperatives clash with employees' wishes. The contributions in this volume focus upon various measures taken by the state and employers to foster the employment of older workers in Britain, mainland Europe, the US and Japan. The authors address key issues that will influence public policy, exploring what workers over 50 want, the impact of the ageing workforce on employer policies and the implications for governments in promoting and supporting extended working lives. The book is aimed at academics, students, policy makers and other professionals (such as training managers, HR professionals and trade unionists) interested in contemporary issues within social policy, the sociology of ageing, and human resource and diversity management. It wil also be of interest to older workers themselves.

Mirroring a worldwide phenomenon in industrialized nations, the U.S. is experiencing a change in its demographic structure known as population aging. Concern about the aging population tends to focus on the adequacy of Medicare and Social Security, retirement of older Americans, and the need to identify policies, programs, and strategies that address the health and safety needs of older workers. Older workers differ from their younger counterparts in a variety of physical, psychological, and social factors. Evaluating the extent, causes, and effects of these factors and improving the research and data systems necessary to address the health and safety needs of older workers may significantly impact both their ability to remain in the workforce and their well being in retirement. Health and Safety Needs of Older Workers provides an image of what is currently known about the health and safety needs of older workers and the research needed to encourage social polices that guarantee older workers a meaningful share of the nation's work opportunities.

The aging of baby boomers, along with the predicted decrease of the available labor pool, will place increased scrutiny and emphasis on issues relating to an aging workforce. Furthermore, future economic downturns will place strong pressure on older workers to remain in the workforce, and on retirees to seek employment again. Aging and Work in the 21st Century reviews, summarizes, and integrates existing literature from various disciplines with regard to aging and work. Chapter authors, all leading experts within their respective areas, provide recommendations for future research, practice, and/or public policy. This definitive source comprehensively reviews: trends and implications regarding the demography, income, and diversity of the aging workforce; the issue of age bias in the workplace; job performance, work-related attitudes, training and development, and career issues of older workers; and topics of age and occupational health, technology, work and family issues, and retirement. The intended audience is advanced undergraduate and graduate students, as well as researchers in the disciplines of industrial and organizational psychology; developmental psychology; gerontology; sociology; economics; and social work. Older worker advocate organizations, like AARP, will also take interest in this edited book.

This book promotes an understanding of ageism, discrimination and mistreatment of older adult workers, incorporating an international human rights perspective. The impact of ageism on the mistreatment of older adult workers has not to date been examined in depth through the lens of international human rights instruments, nor has discrimination against older adults in the workplace been framed as a form of elder abuse for research and policy making purposes. This book presents a multi-disciplinary exploration of these themes as they affect work and retirement of older adults. It reflects the view that older people who choose to work into old age should be able to do so in enabling work environments that promote dignity and are free of abuse. The contributing authors come from many disciplines, including law, psychology, social work, business, and international affairs. Many are members of the International Network for the Prevention of Elder Abuse (INPEA), a non-governmental organization with consultative status at the United Nations, and have devoted their professional careers to increase awareness and understanding of elder abuse in order to prevent it. The editors hope that broadening the framework within which elder abuse in the workplace is understood will stimulate further research, policy and program development to address this troubling social problem.

Prolonging working lives is high on the agenda of policy makers in most of the world�s major industrialized nations. This book explains how they are keen to tackle issues associated with the ageing of populations, namely the funding of pension systems

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company's values to new hires, make excellent mentors for younger employees, and provide a "just in time" workforce for special projects. Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that--if ignored--can prevent you from attracting, retaining, and engaging older employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers' needs differ from younger generations - and adapt your management practices accordingly. For instance: · Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers' efforts on the world around them. · Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. · Provide different benefits: Tailor benefits--such as elder-care insurance programs or discount medication--to older workers' interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.