This book brings together Eastern and Western perspectives to explore human resource interventions into extending working life, including phased retirement, healthy work environments and lifelong learning. It assesses issues of implementation in differing cultural, intergenerational, institutional and family contexts.
Managing the Aging Workforce is one of the crucial topics for many of the world ́s enterprises. The increasing average age of populations does not only affect social systems, countries and communities, but also has a strong impact on the work of businesses and companies. The decline in demographic fitness will not only hit countries like the U.S., the Western European countries, or Japan, but also the upcoming societies in China or in the Eastern European countries. In many of these countries, during three or four decades the average age will grow from about 40 years now to about 50 years. Where experts are needed, this may result in an increase of the workforce's age of between 5 and 10 years in only one decade. For companies thus, a number of challenges arise that have to be overcome fast and continuously. The main topics in this field will be new strategies in leadership, new concepts in health management, new ways in knowledge management and learning, as well as new models how to drive ideas for diversity and innovation. On the one hand, enterprises therefore will have to invest in their aging employees for supporting their talents, helping them to learn and keeping them in the company. On the other, they will have to increase productivity, keep on searching for new products, and integrate experts from abroad. This has to be combined with new ways of strategies and HR management. This book presents an analysis of the present and upcoming situation, and an introduction into the strategic concepts enterprises will need to survive in aging societies.
This book brings together Eastern and Western perspectives to explore human resource interventions into extending working life, including phased retirement, healthy work environments and lifelong learning. It assesses issues of implementation in differing cultural, intergenerational, institutional and family contexts.
The phenomenon of aging results from the transition from a demographic model whose birth and mortality rates are exceptionally high to another model in which both demographic factors are increasingly lower. Today’s organizations will encounter issues related to the aging of their workforce. It is necessary to consider and implement new strategies through age management that can contribute to society at various phases of life. Examining the Aging Workforce and Its Impact on Economic and Social Development builds on existing literature in the field of the aging workforce for the economic and social development of countries while providing additional research opportunities in this dynamic and growing field. This book reflects on this critical issue, increasing the understanding of the importance of the aging workforce in the context of the business and management area, and providing relevant academic work, empirical research findings, and an overview of this relevant field of study. Covering topics such as hiring practices, workplace age diversity, and retention practices, this premier reference source is an excellent resource for government officials, business leaders, human resource managers, sociologists, students and educators of higher education, librarians, researchers, and academicians.
There is no end in sight as the Fourth Industrial Revolution becomes more prevalent across the world. Artificial intelligence (AI) is making it imperative that machines and technology be integrated within the workplace. As the workforce ages, there has to be a way to acquire the tacit and explicit knowledge of these workers. The fields of human resource development and workforce development must lead in efforts to train and develop these workers for continuous technological change. Strategies for Attracting, Maintaining, and Balancing a Mature Workforce is an essential reference source that examines efforts for engaging, retaining, and utilizing an aging workforce in a workplace that is increasingly becoming more technology-centered and provides reskilling and upskilling strategies to address the skills gaps. The title compiles vital human resource and workforce development strategies that assist these professionals with helping all employees at all levels within the workforce attain work, keep their jobs, and grow in their development to assist others. Featuring research on topics such as organizational culture, career learning, and agile workforce, this book is ideally designed for managers, executives, recruiters, hiring professionals, managing directors, human resources professionals, business researchers, industry professionals, academicians, and students.
Managing Technology and Middle- and Low-Skilled Employees explores the rapidly changing use of digital and systems innovations in the management of specific sectors of the workforce in the modern workplace across different industrial contexts.
Global aging, technological advances, and financial pressures on health and pension systems are sure to influence future patterns of work and retirement. This handbook offers an international, multi-disciplinary perspective, examining the aging workforce from an individual worker, organization, and societal perspective.
The book provides a comprehensive look at emerging technological trends in the workplace. Technological issues and trends are compiled from different venues and explored from management, HR, ethical, and organizational behavior viewpoints.
The age-distribution of Europe’s workforce has shifted towards older workers over the past few decades, a process expected to accelerate in the years ahead.. This paper studies the effect of the aging of the workforce on labor productivity, identifies the main transmission channels, and examines what policies might mitigate the effects of aging. We find that workforce aging reduces growth in labor productivity, mainly through its negative effect on TFP growth. Projected workforce aging could reduce TFP growth by an average of 0.2 percentage points every year over the next two decades. A variety of policies could ameliorate this effect.
