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For many nations, their workforces are ageing. The purpose of this paper is to explore the concerns and attitudes of employers to employing older workers and what information they require.

A questionnaire survey of workplaces was undertaken in the Fife region of Scotland, which in economic and demographic terms is representative of wider Scotland and other nations in Northern Europe. Descriptive analysis was undertaken to give insight into concerns and actions taken regarding ageing workforces.

Most workplaces perceive more advantages to employing older workers than challenges. Many have adapted training and work practices, but many have not. The majority surveyed believe that existing policies and strategies are sufficient. This points to the need for national and local government and employer associations to become more active to persuade workplaces to better manage future workplaces.

Generalisability is problematic and the small sample restricted the scope of statistical analysis.

The authors were unable to judge the severity of how an ageing workforce impacts on workplace performance, as employers found it difficult to conceptualise and identify the impact of ageing from market and economic pressures.

Resulting from population ageing the workforce of many societies are becoming older, this will impact on workplace relations and the social identity of those over the age of 50 years.

Little research has been undertaken to assess workplaces awareness of, and how to adapt to, an ageing workforce, and research is required to inform and guide management strategy of employers.

Ageing demographics are impacting employers around the world and, for many organisations, there are strong business reasons to develop strategies for managing the age profiles of their workplaces. Societal ageing is not necessarily bad news for business: older workers can be a valuable resource for employers in terms of skills, in-house knowledge and flexibility. Further, as populations age, businesses are delivering goods and services to an ageing market, and older workers can be a valuable resource. While ageing demographics can provide opportunities for the business community, there are significant challenges facing employers. For example, balancing the career interests and expectations of older and younger workers will necessitate new approaches to workforce planning, performance management and team building. As skilled workers become more scarce, employers need to also find ways to make better use of the talents and capabilities of older unemployed people. This chapter is written by representatives of employer networks in Europe and Asia. We discuss innovative approaches to age diversity of organisations on both continents. These include approaches to phased retirement, lifelong learning, flexible retirement and mentoring. In the final section, we suggest a research agenda which will generate practical knowledge for businesses which want to better manage workplace ageing. A business-focused research agenda includes improving the understanding of generations in the East and West, the intersection of age and other forms of diversity, lifelong learning, joblessness and providing the business case for businesses of different forms.

There has been a growing interest amongst academics, researchers employers and governments/policymakers on ageing workplaces and workforces. As populations age and pension ages rise, older workers are finding themselves having to delay or postpone their retirement and organisations are looking for ways to enable them to do so in sustainable work. Workplace ageing is impacting both European and Asian societies and governments and employers are taking nationally specific approaches to age-related human resource management, social and public policies. In Europe, national governments are being led by the European Union in developing social and public policies to support older workers in maintaining employment through lifelong learning, flexible working, health management and job rotation. Tiger economies have focused on the ‘working pensioner’ pension rules which enable older workers to phase into retirement. China is facing rapid ageing but still maintains early retirement as a way to help older workers move out of physically and mentally demanding work. In addition to providing an outline for the remainder of the book, we also present a survey of older employees undertaken in the United Kingdom and Hong Kong which explores experiences in work, workplace relationships, skills and retirement plans. The survey is used as a common resource for the remaining chapters.

It is estimated that we spend at least a third of our working lives in the workplace and the duration of this, due to the extension of working lives through legislative changes and increased pension ages, is set to increase. Ageing of the workforce is a growing concern but health and safety issues cannot be used as an excuse for not employing older workers. A healthy workplace is one where the risks are managed and where workers and their managers work together to improve the work environment and protect the health of the workers. Furthermore, linking this to personal health resources and the local community can improve the health of all involved. Within the workplace this includes both the psychosocial and physical work environment. To create a healthy workplace there is a need to ensure risk management measures are in place and our older workers participation in risk assessment and risk reduction programmes. In addition to this, targeted occupational health promotion programmes may be beneficial. There are few integrated policies with regard to age and work but research does identify good practice, including participation of employees in change measures, senior management commitment and taking a life-course approach. While there are challenges in relation to age-related change, the work ability concept can improve understanding. The use of a comprehensive approach such as Age Management can help employers who have a critical role in making the workplace age-ready.

Although the world is rapidly ageing, the alarming explosion of youth unemployment seems to have removed the workforce ageing issue as a priority from the policy agenda. The purpose of this paper is to test and investigate the main needs and willingness to work among the older population, as well as the main advantages for organizations employing older workers.

The main research objectives were: first, to explore the effect of demographic and socio-economic predictors on an older person’s intention to work; and second, to focus on the main advantages that should induce organizations to retain older workers in their workplace. The paper is based on a survey and an interdisciplinary review of the literature.

The study indicated that educational level led to improved active behaviours in the labour market. In other words, people who obtained a higher level of education showed a greater likelihood to desire a prolongation of working life, while lower educational attainment may have lessened the willingness and capacity of older people to remain in the workforce. The main benefits for organizations with older workers are highlighted.

The survey has a number of limitations: the sample is small and was completed with reference to a single country, making it difficult to generalize results beyond this country study; the questionnaire relied solely on a few areas, while it would be better to gather additional information; the survey only targeted retired people, while it would have been interesting to also collect answers from workers nearing retirement. The association between individuals’ educational levels and their intention to work in later life suggests that continued development of educational programmes for workers could favour greater retention in the workplace.

As the ageing population is an increasing phenomenon, the participation of older people in the labour force and lifelong learning should become commonplace in the perspective of a more equitable society. The main challenge is to rethink retirement, by abolishing the mandatory retirement age and by providing more flexible work options.

Changes in national system and corporate strategies are required to meet the economic challenges of ageing populations.

This study advances research on age management because it provided evidence that educational background plays a fundamental role in determining the willingness to return to work. In addition, the paper proposes a new integrated approach of sustainable social change.

The purpose of this scoping review was to identify the availability of caregiver-friendly workplace policies (CFWPs) from January 2015 to June 2019.

In order to determine changes over time, the present review is consistent with the methodology used in a scoping review of CFWPs conducted by the same research group five years earlier. This included applying an iterative database search to identify relevant articles, applying inclusion-exclusion criteria and performing qualitative thematic analysis on eligible articles. Both academic literature and literature that is not peer-reviewed were considered.

A total of 80 papers were included, with 82 unique workplaces identified. Three main qualitative themes were discussed: (1) inclusivity, (2) generosity and (3) culture. The finance, education, healthcare and technology industries were most generous. The most common CFWPs offered were support services; paid leave; backup adult care and flexible work arrangements.

This review narrows the gap in the literature by providing a comprehensive synthesis of CFWPs availability to better understand how workplaces are currently supporting caregiver-employees (CEs) while providing recommendations on how to support CEs moving forward.

This paper discusses significant differences from the first scoping review undertaken by the same research group five years ago, suggesting that progress has been made in the workplace culture needed to accommodate carer-employees.

The purpose of this paper is to explore ageing trends and age stereotypes about older workers, focusing primarily on the Italian employment context.

Beginning from a review of the literature on ageing, the paper: outlines ageing trends and discriminatory behaviours against older workers in Italy; identifies patterns in the age discrimination phenomenon based on organisational characteristics; describes training‐based good practices for enhancing the employability of older workers, as implemented by an Italian energy company; presents a range of best practices for age management.

Despite trends towards an ageing general population and an ageing workforce, there is overwhelming evidence of age discrimination against older workers. This paper reports that the age at which workers may be considered “old” is not clearly defined in the literature and that age discrimination does not follow the same pattern across work contexts. In particular, both organisational characteristics and the particular position held by the employee influence discriminatory behaviour towards older workers on the part of employers. Furthermore, although older workers enjoy fewer training opportunities, training is the most widespread policy for dealing with age discrimination.

This paper points up important implications for human resource professionals and employers with regard to how to optimize an ageing workforce scenario.

The paper provides an in‐depth overview of ageing trends within Italian society and culture and outlines the possible implications for both older workers and organisations.

Based on organizational support theory, the aim of this paper is to examine the associations among perceived organizational support, successful aging in the workplace, job satisfaction, and the intentions to stay in organization among older workers.

In total, 242 employees, aged over 45 years, were recruited to participate in a study from May to September 2009.

Correlation showed that perceived organizational support and all five dimensions of successful aging in the workplace, (i.e. adaptability and health, positive relationship, occupational growth, personal security, and continued focus on goals), were significantly related to the intentions to stay in the organization. Structural equation modeling showed that perceived organizational support was positively related to successful aging in the workplace, and the latter is related to the intentions to stay, both directly and via the mediation of job satisfaction.

All data were self‐reported and collected at one time point. Thus, common method variance may be an issue and causal inferences are not warranted.

Successful aging in the workplace was significantly related to older workers' intentions to stay. Managers may provide a wide range of organizational support and enhance successful aging in the workplace for older workers.

This is the first study to empirically test the relations between successful aging in the workplace and intentions to stay among older workers. Implications of these findings, the limitations of the study, and directions for future research are discussed.

Purpose – The purpose of this paper is to introduce new measures of stereotypical beliefs about older workers' ability and desire for learning and development and test relationships with key antecedents and outcomes. Design/methodology/approach – In a sample of workers over 40 years of age from across the US workforce, a two‐wave survey study was unique in that it examined stereotypes held by aging workers themselves in relation to their own behavior. Findings – The psychometric qualities of the scales were positive and findings tied the stereotype measures to important outcome constructs involving retirement, interest in development, and self‐efficacy/concept for development. Relationships of the stereotype measures also existed with antecedent variables, including experience with the stereotyped behavior and general beliefs about changes with aging. Research limitations/implications – These are critical constructs for managerial psychology in the coming decades, and the findings and measures presented here can contribute to future research, not only on older workers themselves but also on younger workers' stereotypes and behavior toward older workers, which were not addressed here. Practical implications – The measures can be used as diagnostic tools and the findings offer potential ideas for organizational policy or interventions to target stereotypes. Originality/value – Because employee development is increasingly important and the workforce is rapidly aging, there is a need to understand development behavior by aging workers. While stereotypes can be a problem in this area, there is a lack of measures of these stereotypes and there is no research on the stereotypes by aging workers themselves.