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Age management in the workplace: manager and older worker accounts of policy and practice

Published online by Cambridge University Press:  08 October 2018

Valerie Egdell ,
Gavin Maclean ,
Robert Raeside  and
Tao Chen
Valerie Egdell*
Affiliation:
The Business School, Edinburgh Napier University, Edinburgh, UK
Gavin Maclean
Affiliation:
School of Applied Sciences, Edinburgh Napier University, Edinburgh, UK
Robert Raeside
Affiliation:
Edinburgh Business School, Heriot Watt University, Edinburgh, UK
Tao Chen
Affiliation:
Employment Research Institute, Edinburgh Napier University, Edinburgh, UK
*
*Corresponding author. Email: [email protected]
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Abstract

The impact of an ageing workforce on the workplace is a concern internationally. Governments are increasingly encouraging the continued labour market participation of older workers, seeking to remove previous barriers to the extension of working lives and give more choice to workers. Despite these legislative drivers, research has consistently found a lack of systematic approaches by employers to prepare and benefit from these demographic and labour market changes. In this paper, qualitative research is drawn upon to examine how managers and older workers think about age and ageing in the workplace; the support put in place for older workers, as well as future priorities; and the lived experiences of the older workers. It is highlighted that employees’ age and fitness for work is treated on an individual basis, rather than having formal plans to manage the workplace for older workers. This thus indicates a hands-off approach from management.

Keywords

age managementolder workersactive ageingageing population
Type
Article
Information
Ageing & Society , Volume 40 , Issue 4 , April 2020 , pp. 784 - 804
Copyright
Copyright © Cambridge University Press 2018

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