Advantages of workplace ageing population - Essay Example

ADVANTAGES OF WORKFORCE AGEING POPULATION The issue of work force is one that borders on human resource management and the key personnel here is the human resource manager. Parts of the job of a human resource manager is forecasting, personnel needs, hire new workers, help train and educate personnel and administer wages, salaries and employee benefits and services. A particular trend that has been noticed the world over is ageing workforce population and many human resource managers view this phenomenon. as a negative development. A number of factors have been considered as reasons for the global nature of ageing in workforce population. Factors like the baby boom generations that are increasingly accountable for a lot of workers in their fifties and the decline in the post -baby boom birth rate. The outcome of course was visible in the fewer percentage of young workers .Another factor that has been considered as an explanation for this trends is the improvement in health care services. People are now able to live longer courtesy of these improvements and as such maintain their relevance in the work place over a long period of time. A legislative act that has completely removed the upper limit on retirement age in the United States is yet another factor that may have contributed in no small measure to this trend. The question then arises at this juncture "is ageing workforce population an advantage or a disadvantage" While there may not be a clear-cut answer to this poser, it is important to beam the searchlight on certain advantages of an ageing workforce so that organizations can work with a balanced view when this issue threatens. Organizations should think of the human resource involved in the ageing population workforce. Going by an assumption made by R.Roosevelt Thomas, talent and ability are equally distributed throughout a workforce irrespective of age differences. This assumption highlights the importance of diversity in the work place. Diversity today in the workforce is a reality that takes into cognizance the all-inclusive mixture of differences and similarities. Several reasons are responsible for the ever diversifying workforce population today. The major ones being the recognition and desire for diverse view points, competitive pressures, rapidly growing increase in international business, legislation and law suits, not forgetting the demographic factor that has to do with age, sex, ethnicity and education. An organisation that flouts legislation, particularly as pertaining ageing workforce, may end up worse for it when charges are pressed against them. The ageing workforces are noted for being empathized with, by the judiciary. It is only advisable to them in order to save themselves the huge financial losses lawsuits are likely to result in multimillion dollar penalties have been paid by corporations such as Mitsubishi, Boeing, Denny's and others in the past. The emergence of diversity as a result of ageing workforce and other factors in organization has advantages that can be tapped into .Pressures brought about as a result of competition can be appropriately tackled with a more divergent yet capable and talented workforce better than organization holding negative views about ageing. It is even more likely that an organization with a more positive approach on this issue will end up putting together a winning team where the feeling prevalent among the personnel is that of better opportunities with the same organization. Competitive advantage sure lies with an organization that looks positively at the ageing workforce population. Diverse inputs can be made into business strategy to determine an organizations productivity and market performance. This means that there is value addition with a more diversified workforce, ageing and otherwise. There is a complex linkage between workforce diversity and workforce functioning according to recent academic research. Innovations are also not lacking in this kind of organisation. The decision by any organization to go international will certainly need the input of veterans' who have long been in the game. Another advice to organisations is to learn how to deal effectively with order workers. They should find a way of tapping from the expertise and experience that ageing population can offer, one organization that has been able to do this successfully is McDonald's who considers their seniors as sensational role models for the younger people. Organisations should walk towards developing a truly multifaceted organisation that reflects the contribution of its divergent workforce in its missions, operations and product. They must equally be committed to the eradication of any forms of social oppression. Furthermore they should endeavour to include its ageing workforce in decisions that will shape the organization. One approach to organizational management is management by objectives (MBO) which refers to the system of management where the objectives of the organization transcend all other issues. Management by objective was developed in an attempt to proffer solutions to management problems. It helps facilitate the implementation of management philosophy. So for organizations, achieving their objectives should be the focus and energy should be channeled towards getting the best out of every employee. Total quality management (TQM) is modification of management by objectives because this management tool emphasises on quality improvement of products and services without necessarily making changes in task performance processes. TQM enhances teamwork with effective systems and tools. Organisations should see the entire workforce as a team, though, made up of different components yet has value only when all work together. Not understanding this point is what gives rise to undue age discrimination that is counterproductive in nature. Even in sports it is acknowledged that "you do not change a winning team." The divergence in the workforce containing the ageing population pre-supposes the fact that everyone has his/her unique assignment to tackle within the organization so getting the team to stay together and work together should be emphasised. There is the need for proper understanding of organisational behavior by organisations so that irrespective of the age factor, good working relationships can be developed among the work force. This will also enable the workforce carry out their duties more efficiently and naturally. Organizations must also understand that there is a distinction between "who a person is" and "what a person does". Failure in understanding this concept is one of the reasons for the negative perception of an ageing workforce population. Focus should be shifted form personality issues bordering on age to process and outcomes. By doing this a lot of ease will be experienced because attention is shifted to problem identification and solution engendering a relaxed atmosphere for the workforce to go about their individual assignments. Employee performance should be the focal point not age. Where this perception is not changed mediocrity will be exhibited as a result of the poor management practice that constitutes an organisational barriers. The methods adopted by an organization in development the content of a job that includes all relevant tasks as well as the processes by which jobs are constructed and revised is known as job design. Organisations are advised to employ this tool so as to be able to manage workforce performance. Some analytic research finding have supported conventional wisdom that workforce performance is related to good old work experience and of course this is one thing an ageing population, no doubt has in much abundance. Simply put, the more experienced an employee has, the better job he/she does. Certain considerations were no doubt taken by the management of an organization in hiring an adequate workforce although now ageing. They must have considered the work to be done and probably hired the individual with the defined skills and capabilities. The analysis of work to be done by the workforce must have included establishing the tasks to be performed. Also in analyzing the work done by workforce it is important to note that different tasks require different skills. In standard management practices different job evaluation and grading techniques are used in measuring the relative values of tasks and job according to the levels of skills knowledge and experience necessary to their proper performance. Job evaluation is the assessment of the relative value of a task or job; job grading is the placing of a tasks or job into a particular category according to that assessment. There are different approaches to job evaluation which all seek to define the extent to which different attributes are present. The following factors are usually examined in the process of job evaluation. Knowledge skill required for a particular job Responsibility involved ion job execution e.g. supervising, training e.t.c Mental efforts like concentration accuracy and judgment so it is observe form thee that ageing should not be seen as a major management issues and should be downplayed. In order to achieve the maximum benefits for both employer and employee certain principles should be imbibed by organizations Organization should ensure that workload is reasonable with allowance being made for tasks and relaxation. Organization should make use of limited range of skills in the assortment of tasks included in a job Organizations should ensure that the job of an employee is not burdensome but rather absorbing and satisfying. This way they are interested in the job irrespective of age differences. Organization should also ensure that there is room for personal development. These steps are in tine with standard management procedure for work analysis. Team building should be concentrated on by creating the right environment where support, commitment and rewards are all in serve as proven by long standing models. In addition organisations are advised to emphasise good management by caring and taking personal interest in their workforce. In order to achieve this they must be ready to spend time and effort in this. Human resource managers must be fully made to understand their role in ensuring the success of this approach on their workforce. A very good analogy is that of a gardener that wants the best bloom out of his flowers. He must ensure that the seeds are planted in good soil in suitable conditions, subsequently this will encourage growth. When organizations adopt this approach development is stimulated across all levels of the workforce irrespective of the age factor. Unfortunately in some organisations the workforce is discouraged by the systems from taking decisions. It is therefore pertinent that for there to be progressive development among the workforce, the atmosphere of security cannot, but be in place. Organisations should allow the workforce get on with their jobs while trusting them to exercise judgment appropriate to their experience and competence. Management on their part should be fair in judging the workforce according to already agreed criteria. This will engender the needed secure environment for workforce development to occur. Also necessary is a level of trust between workforce and organisations. Organisational structure should be reviewed together with its system and atmosphere as this all have key influences on workforce development. Improvement in the level of workforce performance today while preparing them for further challenges should be emphasized and ageing de-emphasised.Rather than concentrate on ageing, knowledge, skills and attitude should be the focus. Knowledge comprises the things people need to know to carry out particular task; Skills are the abilities they need to have to perform the functions; while attitude involves the manner and spirit with which they approach the job. Knowledge here takes into consideration both general and specific education as well as job knowledge. The policies of organisations should be such that it is indifferent to the workforce ageing population and a trained mind taken more seriously. Organisational development should also take into consideration the ability to manage change. They should note that the biggest influences to the way attitudes are forged by the workforce are organisational structure and ethos. The right attitude should attitude should be developed throughout the organization. Organisations may want to consider projects, special assignments or research topics to train and develop the workforce as these have practical advantages to the organisation. Better inter-departmental co-operation should also be promoted among the workforce. This is because it creates atmosphere conducive to solving problems with a sense of mutual trust and co-operation. People work better as part of a team and when they are clearly united, with well-defined objectives and duties, they will co-operate. Organisations are therefore charged to develop an effective and efficient workforce without the bias on an ageing population In conclusion organization should learn how to effectively peal with older workers. They must begin to listen to the older employee and determine how their needs are different from younger and tap into the expertise and experience that they can offer. REFERENCES 1. Business today 4 David. Y. Rachman. Michele h. Mescon (Random home business division. 2. Daniels A.C (1999) bringing out the best in people New York McGraw hills, inc 3. Rollinson Derek (Dee 2004) organizational behaviors and analysis. An integrated approach. 4. Herbert a. Simon, administrative behaviors 2d Ed, Macmillan, New York. 5. Richard l. Daff, organization theory and design, west, St Paul, minn 1983 6. Kathleen m, Eisenhardt "strategy or strategic decision making, " sloem integrated review, spring 1999 Read More