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Based on Schiffman and Sherman’s conceptual model of the new‐age elderly this article constructs a measure that identifies this segment of elderly in terms of their value orientation. The findings show that older consumers’ value orientations are an effective segmentation approach; one that is superior for partitioning the market for services like leisure travel than the traditional age‐based segmentation approach. Marketing strategy implications of the findings are also discussed.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

Aging-friendly environments have been encouraged to develop at the city level, district level and community level in China. In the process of rapid urbanization, the state of aging-friendly communities in old and new neighborhoods is disparate. Hence, the purpose of this paper is to investigate aging-friendly communities and identify the disparities in old and new neighborhoods.

A total of 1,172 elderly respondents completed the survey. Of these, 576 seniors lived in an old community developed before 2000, and 596 lived in a new community developed after 2000. In total, 17 physical environment factors and 10 social environment factors were identified.

The results indicated that public spaces, facilities and transportation in old neighborhoods were inferior to those in new neighborhoods. Most social environment factors in new neighborhoods achieved higher satisfaction levels than those in old neighborhoods. The satisfaction levels of aging-friendly community factors in both old and new neighborhoods were below the expectation levels of elders.

In order to improve physical aging-friendly environments in old neighborhoods, it is suggested that full use is made of school facilities and the renovation of old buildings. The locations of public transportation stations in new neighborhoods are recommended to be revised within 5-min walking distances of senior residents. Both old and new neighborhoods are encouraged to improve social aging-friendly environments by increasing the coverage of medical services and creating multiple approaches to recreation activities.

These findings have empirical significance for urban planners and policy makers, in regard to identifying disparities between old and new neighborhoods, and understanding the equitable allocation and distribution of urban resources.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

This article examines the essence of the New Age movement: its reservations about the Judaic‐Christian heritage, its pantheistic/monistic orientation, its individualism, its search for the mystical experience, its skepticism of modern science and technology, its openness to androgyny, its ecumenicalism, and its prediction of a new dispensation. The article traces the New Age predecessors and influences: gnosticism, the Catholic potpourri, romanticism, the writings of C.G. Jung, and Theosophy. It speculates that the movement’s influence – given its individualism, skepticism of structure and organization, and hostility toward modern methodology – will be implicit and indirect. Finally, it notes the ambivalence of the core ideology, lending itself to both “progressive” and “non‐progressive” interpretation.

Large numbers of older workers are remaining in the global workforce, raising questions concerning age-related differences in perception and behavior. The purpose of this paper is to examine the interplay between employee age, gender and ethnicity on benevolence perceptions of new co-workers.

Data were obtained through scenario methods from a sample of 215 full-time, team-based employees across nine North American business organizations. Participants evaluated three provocative scenarios depicting initial meetings with new colleagues.

Workers of greater age perceived significantly less benevolence in all three scenarios. In evaluating a new boss, women perceived lower benevolence than men, and gender moderated the relationship between age and perceived benevolence, where aging was associated with significantly lower levels of perceived benevolence only among men.

Deeper understandings are needed concerning the behavioral and cognitive mechanisms related to age and workplace perceptions.

Older employees, guided by experience, are skeptical of the intentions of a wide variety of newly acquainted colleagues, signaling organizational leaders to customize behaviors and develop programs to encourage awareness and positive relationships across age- and gender-diverse employee groups.

This research uniquely explores age influences, and interactions with gender and ethnicity, on benevolence perceptions of diverse new coworkers. The results are robust, considering that age was related to lower benevolence perception across three disparate scenario interpretations.