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Laura Naegele, Wouter De Tavernier, Moritz Hess and Frerich Frerichs
The purpose of this paper is to contribute to the discourse on labour market discrimination by introducing an analytical process model that offers a template for the systematic…
Abstract
Purpose
The purpose of this paper is to contribute to the discourse on labour market discrimination by introducing an analytical process model that offers a template for the systematic analysis of discrimination within the process of labour market integration. Its usage and contribution to the field is exemplified by applying the proposed model to the case of ageism in labour market integration.
Design/methodology/approach
Five phases and four actors are distinguished that, added together, compose the proposed analytical process model. In the following, the model is used as an analytical framework for a mapping review, aimed at identifying and critically evaluating the vast and extensive literature on ageism in the process of labour market integration.
Findings
The paper concludes that ageism occurs in all five phases of the integration process, pinpointing potential areas for policy interventions. Furthermore, the authors conclude that the existing literature on ageism in labour market integration is fragmented, with some elements and/or actors within the process so far having received little attention.
Originality/value
The analytical process model developed in this paper provides the scientific community with a tool to systematise the literature, detect underlying mechanisms and uncover existing research gaps, not only for the case of ageism presented here, but for a vast variety of other –isms. In addition, policy makers, trade unions and employers can use the model to better target and tailor anti-discrimination measures in labour market integration.
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Hila Axelrad, Alexandra Kalev and Noah Lewin-Epstein
Higher pensionable age in many countries that are part of Organization for Economic Co-operation and Development (OECD) and a shrinking pension income force older people to…
Abstract
Purpose
Higher pensionable age in many countries that are part of Organization for Economic Co-operation and Development (OECD) and a shrinking pension income force older people to postpone their retirement. Yet, age-based discrimination in employers' decisions is a significant barrier to their employment. Hence, this paper aims to explore employers' attitudes regarding the employment of workers aged 60–70, striving for a better understanding of age discrimination.
Design/methodology/approach
The authors used a thematic analysis of semi-structured interviews with 30 managers, experts and employees in retirement age in Israel.
Findings
Findings reveal a spectrum of employers' attitudes toward the employment of older workers. The authors' analytical contribution is a conceptual typology based on employers' perceived ability to employ older workers and their stated attitudes toward the employment of older workers.
Social implications
The insights that emerge from this research are fundamental for organizational actors' ability to expand the productive, unbiased employment of older workers.
Originality/value
By understanding employers' preferences and perspectives and the implications on employers' ability and/or willingness to employ older workers, this research will help policymakers formulate and implement policy innovations that address these biases.
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Arménio Rego, Andreia Vitória, António Tupinambá, Dálcio Reis Júnior, Dálcio Reis, Miguel Pina e Cunha and Rui Lourenço-Gil
The purpose of this paper is to explore the Brazilian managers’ attitudes toward older workers, and how those attitudes explain HRM decisions in hypothetical scenarios.
Abstract
Purpose
The purpose of this paper is to explore the Brazilian managers’ attitudes toward older workers, and how those attitudes explain HRM decisions in hypothetical scenarios.
Design/methodology/approach
Brazilian managers (n=201) reported their attitudes toward older workers and their decisions in scenarios involving an older vs a younger applicant/worker.
Findings
In spite of expressing positive attitudes toward older workers, a significant number of managers chose a younger one even when the older worker is described as more productive. To build a better understanding of how attitudes predict decisions, it is necessary to identify attitudinal profiles and the interplay between attitudinal dimensions, rather than simply studying each dimension separately. Attitudinal profiling also shows that some managers discriminate against younger workers, a finding, that is, ignored when (only) regressions are taken into account. The managers’ attitudes and behavioral intentions relate with their age. Evidence does not support the double jeopardy effect against older women workers.
Research limitations/implications
The sample is small. The scenarios cover a reduced number of HRM decisions. The data about attitudes and decisions were collected simultaneously from a single source. The findings may be influenced by idiosyncrasies of the context. Future studies should also consider real situations, not hypothetical ones.
Practical implications
Efforts must be made (e.g. via training and development) to raise managers’ awareness about the consequences of ageism in organizations.
Originality/value
Empirical studies about managers’ perceptions/attitudes toward older workers are scarce. Studies in the Brazilian context are even scarcer.
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Dominique Anxo, Thomas Ericson and Annie Jolivet
The purpose of this paper is to analyse the main evolutions and the current situation of the 50‐74 year olds on the labour market in eight European countries (Denmark France…
Abstract
Purpose
The purpose of this paper is to analyse the main evolutions and the current situation of the 50‐74 year olds on the labour market in eight European countries (Denmark France, Germany, Italy, The Netherlands, Sweden, Poland and the UK).
Design/methodology/approach
Based on a cross‐country comparative approach, this overview draws on detailed analysis of the situation of older workers and public policies in each of the selected countries but also on a wide range of available studies and statistics on employment and welfare outcomes.
Findings
The eight selected countries display similarities: a u‐shaped pattern of employment rates of older workers (55‐64 years old) over the last 40 years, with an increase since the mid 1990s, the later exit of higher educated workers and the higher prevalence of non‐standard employment contracts among older workers. On the other hand, considerable disparities can be observed regarding the gender gap in employment rate, current employment rates, self‐employment and part‐time employment among older workers.
Social implications
Specific questions will be more acute with the effective postponement of retirement: increasing inequalities between groups of older workers, increasing uncertainty about the age of retirement, the way to keep lower educated workers in their jobs, sustainable working conditions, increasing risks of age discrimination, and impact of care of older relatives.
Originality/value
This paper offers a synthetic overview with a special attention paid to the main features of the countries’ exit patterns at the end of the working life, the prevailing public policies and the specificity of the different national employment and societal models.
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The phenomenon of ageism is considered,especially in view of the shortage of youngpeople entering the job market. Employersneed to overcome their ignorance andprejudice and…
Abstract
The phenomenon of ageism is considered, especially in view of the shortage of young people entering the job market. Employers need to overcome their ignorance and prejudice and consider the undoubted advantages of employing older workers if they wish to fill their job vacancies. The article advocates speedy legislation to outlaw ageism and thus restore older people to their rightful place as a valued part of the workforce.
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Hendrik P. van Dalen and Kène Henkens
The purpose of this paper is to see whether attitudes toward older workers by managers change over time and what might explain development over time.
Abstract
Purpose
The purpose of this paper is to see whether attitudes toward older workers by managers change over time and what might explain development over time.
Design/methodology/approach
A unique panel study of Dutch managers is used to track the development of their attitudes toward older workers over time (2010–2013) by focusing on a set of qualities of older workers aged 50 and older. A conditional change model is used to explain the variation in changes by focusing on characteristics of the manager (age, education, gender, tenure and contact with older workers) and of the firm (composition staff, type of work and sector, size).
Findings
Managers have significantly adjusted their views on the so-called “soft skills” of older workers, like reliability and loyalty. Attitudes toward “hard skills” – like physical stamina, new tech skills and willingness to train – have not changed. Important drivers behind these changes are the age of the manager – the older the manager, the more likely a positive change in attitude toward older workers can be observed – and the change in the quality of contact with older workers. A deterioration of the managers’ relationship with older workers tends to correspond with a decline in their assessment of soft and hard skills.
Social implications
Attitudes are not very susceptible to change but this study shows that a significant change can be expected simply from the fact that managers age: older managers tend to have a more positive assessment of the hard and soft skills of older workers than young managers.
Originality/value
This paper offers novel insights into the question whether stereotypes of managers change over time.
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It is hard to disentangle the possible reasons for differential rates of training incidence amongst older and younger workers. While older workers are less likely to undergo…
Abstract
Purpose
It is hard to disentangle the possible reasons for differential rates of training incidence amongst older and younger workers. While older workers are less likely to undergo employer‐financed training, many do not take up the opportunity to train. Differences in training incidence are also reflected in the extent to which formal qualifications are associated with individuals from different age groups. The purpose of this paper is to investigate the human capital explanation for these differing experiences and ask whether they can shed light on employers' apparent differential treatment of older and younger employees. In an attempt to highlight the need for additional research in this area before the introduction of legislation in October 2006, the paper proposes considering the issue of mandatory retirement within this human capital framework.
Design/methodology/approach
Through a review of the relevant literature and discussion around a number of cross‐tabulations the paper discusses issues relating to age, education and training within a human capital framework.
Findings
The paper finds that, although human capital theory would seem to provide some explanation for the differential experiences of workers of different ages, when viewed from the employer perspective it is the time that an individual has left at the firm that is of importance, not their age per se.
Practical implications
Recent announcements regarding legislation on mandatory retirement ages may result in the time to retirement no longer being such a straightforward function of an individual's age. In this case “training contracts” could be used to specify the minimum time an individual needs to be employed in order that the employer can reap the returns to investment in their human capital.
Originality/value
The paper reviews issues that are relevant to policymakers, human resource practitioners, employers and employees.
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Guido Hertel, Béatrice I.J.M. Van der Heijden, Annet H. de Lange and Jürgen Deller
Due to demographic changes in most industrialized countries, the average age of working people is continuously increasing, and the workforce is becoming more age-diverse. This…
Abstract
Purpose
Due to demographic changes in most industrialized countries, the average age of working people is continuously increasing, and the workforce is becoming more age-diverse. This review, together with the earlier JMP Special Issue “Facilitating age diversity in organizations – part I: challenging popular misbeliefs”, aims to summarize new empirical research on age diversity in organizations, and on potential ways to support beneficial effects of age diversity in teams and organizations. The second part of the Special Issue focusses on managing mutual perceptions and interactions between different age groups.
Design/methodology/approach
A literature review is provided summarizing and discussing relevant empirical research on managing mutual perceptions and interactions between different age groups at work.
Findings
The summarized research revealed a number of challenges to benefit from age diversity in organizations, such as in-group favoritism, age norms about appropriate behavior of older workers, intentional and unintentional age discrimination, differences in communication styles, and difference in attitudes towards age diversity. At the same time, managerial strategies to address these challenges are developed.
Originality/value
Together with the first part of this Special Issue, this is one of the first reviews on ways to address the increasing age diversity in work organizations based on sound empirical research.
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