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

Valerie Egdell*, Gavin Maclean, Robert Raeside, Tao Chen

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

12 Citations (Scopus)
11 Downloads (Pure)

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.

Original languageEnglish
Pages (from-to)784-804
Number of pages21
JournalAgeing and Society
Volume40
Issue number4
Early online date8 Oct 2018
DOIs
Publication statusPublished - 1 Apr 2020
Externally publishedYes

Fingerprint

Dive into the research topics of 'Age management in the workplace: Manager and older worker accounts of policy and practice'. Together they form a unique fingerprint.

Cite this