The Aging Workforce: Realities, Myths, and Implications for Organizations
For individuals in the U.S. & U.S. territories
The Aging Workforce examines the changing demographics of the workforce, and their impact on the world of work. The numbers and proportions of older individuals in the U. S. population are increasing. Most organizations are ill-prepared to meet the challenges associated with older workers, and little research has addressed the development and implementation of effective human resource management practices for an aging workforce. The "graying of America" requires that we give more attention to both the problems and potential of an older workforce. Consequently, the book focuses on issues related to work life and aging. Topics include:
- age stereotyping (and employment discrimination);
- the impact of aging on cognitive performance, job performance, job attitudes, and motivation;
- the evolving concept of retirement, and
- what these issues mean for organizational human resource management policies and procedures.
Without being particularly academic, the book provides a "state-of-the-science" perspective on what we know about issues related to the older worker, thus providing a foundation for confronting the challenges facing the workforce of the future.
The Aging Workforce pulls together research findings relevant to individual older worker performance and motivations, as well as offers discussion related to how best to manage the older worker.
- The Graying of the Workforce
- Age Stereotyping and Age Discrimination
- Physical Capabilities, Cognitive Capabilities, and Job Performance
- Age, Attitudes, Personality, and Successful Aging
- Older Workers, Employment Patterns, and the Nature of Work
- Older Workers and Human Resource Management Policies and Practices
- Organizational Strategies for Attracting, Utilizing, and Retaining Older Workers
- Training, Performance Management, and Career Management
- A Look Back and a Look Toward the Future
About the Authors
Jerry W. Hedge, PhD, has been involved in personnel research for more than 25 years. He has worked with a wide variety of clients designing, implementing, and evaluating numerous organizational tools, systems, and techniques. During his career, Dr. Hedge has stayed actively involved in publishing his research and presenting regularly at professional conferences. He is a fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association. He received his PhD in industrial–organizational psychology from Old Dominion University, Norfolk, Virginia.
Walter C. Borman, PhD, is currently the chief executive officer of Personnel Decisions Research Institutes, Tampa, Florida, and professor of industrial–organizational psychology at the University of South Florida. He is a fellow of the Society for Industrial and Organizational Psychology (SIOP), and in 1994–1995 served as president of the society. Dr. Borman has written more than 300 books, book chapters, journal articles, and conference papers, and he was the recipient of SIOP's Distinguished Scientific Contributions Award for 2003. He received his PhD in industrial–organizational psychology from the University of California, Berkeley.
Steven E. Lammlein, PhD, is an industrial–organizational psychologist with 27 years of experience in human resources research and consulting. He has consulted with a large variety of private- and public-sector clients, and his work has addressed workforce issues in a wide variety of jobs across the occupational spectrum. His specialty areas include personnel selection and placement, certification testing, equal employment opportunity issues, job and training needs analysis, management development and succession planning, training design and evaluation, and performance management. He received his PhD from the University of Minnesota, Twin Cities.
A useful and timely resource for business, economics, social work, and gerontology collections. Recommended.