Age diversity and an ageing population in a new age management strategy - Essay Example

AGE DIVERSITY AND AN AGEING POPULATION IN A NEW AGE MANAGEMENT STRATEGY The new holistic age management strategy provides a new perspective of viewing employee capacity. This has been different from the previous fixed retirement age with the notion of younger breeds of employees are much better than older ones, since the former was perceived as aggressive, more innovative, more creative, and are thus, more productive. The holistic age management strategy modifies all these, and in fact looks at the other side of the possibilities for older men and women. The previous decades have been a witness for phased retirement of employees for their psychological and physical welfare. The statistics posed by UK labour force indicative of a necessity for UK to attract 2.1 million entrants to the adult workforce signifies the adult's demand for these jobs, and hence, a designed HR strategy focussing towards this scenario. The holistic management strategy suggests a more participatory stance for the ageing population. However, as the UK has a default retirement age of 65 alongside limited opportunities for older workers leading to the inference that the demographics are not in employers' favour, it goes to say then that a tighter law must ensure the welfare of the aged employees in terms of retirement (Blyton and Turnbull 1992). For the organisation, this would suggest a restructuring of retirement scheme, extending the retirement age for employees while others might continue with their phased retirement, caused by a not too stringent policy on retirement. As the report concludes that the need can be met only through a combination of most adults working longer and an increase in the number of adults, such as unemployed people and mothers re-entering the labour market, the organisation will be impacted with retraining of these people who used to be outside the work force for a long time. The HR function will have to synergize with the modification of the workplace that either rises the retirement age of its ageing employees and/or hires unemployed people and mothers, who have diverse needs and different job approaches. The HR would have to structure its functions to these people, who need to employ greater adaptability in order to adjust to the new work setting (Brewster 1995). Female employees who used to be full-time mothers have likewise diverse needs that the HR should focus on and must be able to provide, such as a day care system within the workplace in which mothers can frequently visit for their infants. This is one option of the organisation in terms of hiring adults to the workforce but not necessarily extending the retirement age of ageing employees. Extending employees' retirement age can be viewed in two ways; either positively or negatively. People who view that the psychological and physical capabilities of ageing people might not be as healthy as those of the younger ones would say that it is just appropriate that the organisation give them a retirement pay and let them rest from the tiresome buzz of everyday work. It may also be viewed in a way in which retirement age must be fixed and pursuing an otherwise policy means catering to the demand of the capitalist market to extract more labour power from the workers, despite their ageing condition. On the other hand, advocates of holistic age management strategy view the extended retirement period as one that only enhances the capacity of ageing population and viewing them as still productive members of the organisation and society despite their age (Rubinstein and Kochan 2001). This might also cater to the view that older people are wiser, more experienced, and are more learned than the younger ones. This scenario impacts the individual in two ways as well. The pro-active might see this as a greater opportunity for the ageing employees to exhibit their capabilities, talents and skills in the workplace that enhances their self-esteem, while the other side of the fence might view this as the reverse of the former; in that ageing employees are still 'capitalized' on in order to gain profits instead of allowing them to retire, be at home, and pursue a hobby. Hence, the involved employees (the ageing ones) might see the extended retirement period as a form of further 'exploitation' and boxing them in a system that does not give leeway and freedom to be finally out of work, enjoy their retirement fees and benefits, and be with their loved ones twenty-four hours a day (Haslam et al., 2008). However, as a membership organisation backed up by Age Concern exhibits data of respondents showing 64 percent claiming that it is impossible to find a job within 10 years of retirement age while 80 percent wanted to be active and stay in work; it indicates an enthusiasm for staying in the workplace even at an older age. This clamour may be viewed as one in which older people find no financial and economic security in their current stature given that they are out of job and want to pursue one (Peterson and Rohrs 1986). Those 10 years close to their retirement age wanting to land on a job but are desperate in finding one are however different from those already in the brim of retirement but need to work still as the organisation demands. There might be a big difference of the outcomes between the two groups in terms of their perseverance to still pursue a job or stay home. Apparently, the latter might not need the job when he receives his retirement pay and benefits, indicating financial security throughout the old age, while the former lacks it and would certainly intends to pursue a job that offers personal security (Purcell 2008). It is reported that in terms of age management strategy, the HR response to population change and organisational needs, did not receive a good emphasis from the UK government and instead lacks in depth of analysis. It signifies that there is a need to refocus the campaign and put a greater emphasis on the program. For the HR function, it would mean reengineering its personnel recruitment and job design towards one that fulfil the demand for allowing people with diverse ages to occupy a place in the organisation (Tjosvold 1986). It would mean refocusing its selection strategy towards one that allows the entry of ageing population and providing them the opportunity to experience and enjoy financial and job security. This would be fostered in a diversified HR function that does not limit a load of work to only the younger population, but must also cater to those almost nearing their retirement. Absorbing the ageing population to the work force means strategizing the job by new methods and techniques easily understood and accomplished by these groups of people, alongside providing them orientations and seminars on how to better approach the job (Tjosvold, 1986). Designing a good remuneration package for employees that neither exempts nor discriminates the older employees is also one function that the HR should consider. Juts like the TAEN's report pertaining to the measures that HR could undertake as part of an age management strategy, demographics, assessment of age risks to the organisation, and health support measures and leadership are some of the few that the HR should focus on in employing older people (Towers 2003). Considerable responsibility is what the HR should undertake in order to identify and lead the needed changes. For the organisation, employing ageing people might mean greater expenses, but this may be viewed only in the beginning. As older people tend to have had more experiences and better judgment than the younger ones, they can exhibit productivity and come up with a high quality output that the organisation may consider them indispensable. A thorough training for them coupled with a new technique on how to approach the job easily can be undertaken by the organisation. For the individual, employment despite the old age would mean looking at things in a different worldview and rebuilding their esteem at the same time. It would suggest an atmosphere of equitability and opportunity that bars no age, gender, religion, or race - all in almost the same denomination pertaining to ascribed statuses. The essence of productivity that one can foster in the organisation along with the economic security that a regular full time job can provide to an old person are enough to boost his self-esteem and find new confidence (Towers 2003). The employment of ageing people in the organisation might mean loss of productivity, lower input and output quality for some people and organisations. However, it means no other than allowing them to have access to work as an individual right, getting rid of prejudices and stereotypes often associated with various groups such as this, and enhancing opportunity for everyone regardless of age. It is clearly seen that the age agenda was able to open new perspectives: that despite their age, people can and still want work, that they are not supposed to be deprived of the opportunities to exhibit their potentials and capabilities, and that they must be entitled to certain financial and economic rights brought about by job security. This age management scheme indicates equitability, fairness, and equality in opportunities among the young and old employees. It is also suggestive of the notion that a person must not only be viewed and considered productive and utile while younger, and must be disposed of when nearing the old age or the retirement age (Zaidi 1994). This management scheme re-views older people as ones who can be relied on in terms of wisdom, knowledge, and good judgement, which the younger employees may not possess. This would also escalate the initial thinking and practice of the UK career to hire only young, energetic, and aggressive individuals and disqualifies the old ones despite their long experience and knowledge of the job. It is good to know that companies have seriously taken the age management scheme as part of their organisational system, and with in identified range of benefits, including reductions in absenteeism and recruitment costs. This is alongside a robust performance management process, which inquires on people beyond their peak performances who have an option to leave and go on retirement with the company introducing an open-ended discussion process in appraisals that ask staff where they saw themselves five to ten years from then (Haslam 2008). Hence, eliminating a fixed retirement age for UK employees might suggest a corresponding elimination of age discrimination as both a practice and a culture. However, as reports indicate that some firms do not heed to this new policy of age management scheme, and have hence introduced mandatory retirement, it is clear that they are putting into practice the opposite of the intention of the regulation. It is also indicative of not recognizing the capabilities that ageing people can still exhibit beyond their peak years, alongside non-recognition of their rights to equal opportunity. It is also suggestive of not subscribing to the idea that ageing employees must be encouraged to work and exhibit their capabilities and the organisation must welcome this since the former has a right to pursue in a democratic society like Britain. The lack of attention given by firms to age management scheme is traceable to the risk of discrimination and redundancy faced by older people. As the labour market seizes up after 50, an employee likewise tends to stay in a boring job than leave and transfer to another one that captures his/her interest due to the risk of losing it altogether. As there are companies that retain employees as aged as 70, there is in the contrary a tendency of not absorbing people in their 50s, which the literature attributes to the employees' choice in the first place, of rather staying in their job rather than taking the risk and lose it just the same. At age 50 and beyond, people are viewed as having a lower market value and lower marketability as compared to those in their 20s and 30s. Again, this implies a capitalistic view of age, always synergized to the capitalistic need of the business, and not viewing employees as pure human beings who intend and must grow in their chosen career and make them their sources of esteem, happiness, and contentment (Haslam 2008). Perhaps, the HR function should focus on this - on humanizing the work place once again by employing older people and not looking at age as a mere liability (Peterson and Rohrs 1986). The HR should ensure that the organisation is one venue in which ageing populations can enhance their capabilities and exhibit their talents despite their age. It may be true that they are not as physically strong as the younger ones, nor as strong-willed as them, but their willingness and potential based on critical assessment ensure their contribution to the organisation. Although it may be true that an organisation function and revolves around the labour market, but stabilizing this labour market by accommodating older people in the organisation is accommodating the notion of individual rights and freedom which older people must not be deprived of. Thus, it is combining individual rights and freedom in the era of labour market - perhaps a new dimension of organisational stances. As both the HR and the organisation nurtures this age management scheme, life planning is also taken into account of, which is looking at peoples' carer paths as well as their lifetime transitions that includes the family, caring responsibilities, community responsibilities, and retirement. This would lead to a happier, more secured, and more fulfilled life for the aged person, a concern that current organisations do not normally engage themselves in (Haslam 2008). The HR can also reinvent certain interventions in order to support employees towards this concern. As recruitment is a central factor that reduces discrimination, fairness and equitability in employment tasks, remuneration, and benefits enhance the elimination of discrimination. Hence, as ageing people demonstrate their talents and potentials, their peers and the organisation in general would be able to foster respect in their abilities and good judgement. This is likewise the path trailed by psychology, in most motivation theories that enhance an individual's self-actualizing stances. As the statement, "knowing what they are and shaping policy accordingly is what is required," the age management scheme is trailed towards this path. This is thus not undermining the capacity of workers on what they can do, and instead coupling it with new policies that the organization can undertake towards this end. Piecemeal responses should thus, have no room and space in age management scheme, as employees must be protected by this strategy. The UK government must then take a responsible and responsive action that will play in synergy with organizational policies on this goal. This way, older employees may be protected of their right toe equal opportunities and right to employment. The past has witnessed a corporate world in which shareholders and investors were reasserting control over corporations in order to increase shareholder returns, while employees were seeking for a louder voice on issues that both affected their jobs and long-term economic security. This situation indicates an almost irreconcilable conflict between management and shareholders on one hand, and employees on the other hand. This scenario shows that it was hard for employees to experience a cooperative stance with the management, neither seeing organizational productivity as the end-goal of their efforts, much more employing ageing employees in the organization. A lack of attention for people resource clearly results in discontentment and a fast turnover, which in turn affects organizational outcomes and productivity. The same fact turnover is feared by ageing employees that they opt to stay in heir current boring job than transfer to a more promising one. Employees were subjected to rigid work rules and even contract restrictions concerning proper wearing apparel and personal appearance, while freedom of expression was not a recognized concept, contrary to the present notion of age management strategy. Strict implementation of rules prevailed to the point that even mere modification in clothing and hair was not allowed, unlike in contemporary period where job sites and offices no longer give much attention to these aspects. These are just clear examples of non-prevalence of freedom of expression in the workplace, reflected by the non-participation of employees in decision-making that concerns their job and the organization. It has also a significant connection to how employees were treated and valued. In today's workplace trend in which workplace democracy is visibly seen and reinforced, self-expression has become a common thing, alongside participation in decision-making. The age management strategy likewise proceeds towards this concern, providing older and ageing employees of fairer opportunities in the workplace. REFERENCES Blyton, Paul and Turnbull, Peter, 1992. Reassessing Human Resource Management. The Free Press. Brewster, Chris, 1995. Towards a European Model of Human Resource Management. Journal of International Business Studies. Vol. 26. Haslam, Alexander S., Powell, Clare, and Turner, John, 2008. Social identity, self-categorization, and work motivation: rethinking the contribution of the group to positive and sustainable organizational outcomes. Applied Psychology. Vol. 49, Issue 3, p. 319-339. Peterson. Tim O. and Rohrs, Alan E., 1986. Managing the most important resource: 'people. A book of readings. Ginn Custom Publishing. Purcell, John, 2008. Mapping management styles in employee relations. Journal of Management Studies. Vol. 24, Issue 5, p. 533-548. Rubinstein, Saul A. and Kochan, Thomas, A., 2001. Learning from Saturn: a look at the boldest experiment in corporate governance and employee relations. Cornell University Press. Tjosvold, Dean, 1986. Working together to get things done: managing for organizational productivity. Lexington Books. Towers, Brian, 2003. Overview: The changing Employment Relationship. In The handbook of employment relations (Brian, Towers (ed.) Kogan Page. Zaidi, Mahmood. A., 1994. Challenges for Human Resource Management and Industrial Relations: An Economic Approach. In Management-qualitat contra rezession und krise (Berndt, Ralph, Ed.). Minnesota Industrial Relations Center. Read More