Titlebook: Managing an Age-Diverse Workforce; Emma Parry (Principal Research Fellow in Human Res Book 2011 Palgrave Macmillan, a division of Macmilla

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https://doi.org/10.1057/9780230299115age diversity; diversity; diversity management; empirical research; gender; management; Motivation; Retenti

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Introduction ages, lifestyles and personal circumstances among employees than at any time in the past. We see this as a timely moment, perhaps even a strategic inflection point, when all those interested in the management of people might take new bearings and consider what this kind of major social change means

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The Business Case for an Age-diverse Workforcedecline in skilled immigration and skill shortages in a range of occupations in countries covered by the Organisation for Economic Co-operation and Development (OECD). This raises both macro issues for governments trying to support an increasingly older population through pension schemes and a micro

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The Prism of Age: Managing Age Diversity in the Twenty-First-Century Workplace (see Chapter 2 for workforce ageing statistics). Between 1997 and 2007, the labour force participation rates of adults who were aged 55–64 years increased from 49.6 per cent to 57.1 per cent in Canada, from 41.1 per cent to 51.3 per cent in Germany, and from 54.1 per cent to 61.8 per cent in the Un

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Ageism and Age Discrimination: The Experiences and Perceptions of Older Employeeshemselves. The chapter begins by setting out some contextual issues. In section 8.2 some recent qualitative research that provides an ‘insider perspective’ on the views of older men and women is reviewed. Within this body of work, a range of factors that constrain the employment of older people has