Journal articles: 'Aging Workforce'

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Collins-McNeil, Janice, Daphne Sharpe, and Debra Benbow. "Aging workforce." Nursing Management (Springhouse) 43, no. 3 (March 2012): 50–54. http://dx.doi.org/10.1097/01.numa.0000412228.68794.fa.

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Tugman, Kristin. "Aging Workforce Update." Professional Case Management 18, no. 3 (2013): 155–57. http://dx.doi.org/10.1097/ncm.0b013e31828ad597.

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Brown, Stephen. "The Aging US Workforce." CFA Institute Magazine 15, no. 1 (January 2004): 44–45. http://dx.doi.org/10.2469/cfm.v15.n1.2850.

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&NA;. "Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 1 (January 2006): 9–10. http://dx.doi.org/10.1097/00006247-200601000-00002.

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&NA;. "Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 2 (February 2006): 9–10. http://dx.doi.org/10.1097/00006247-200602000-00003.

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&NA;. "Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 3 (March 2006): 9–10. http://dx.doi.org/10.1097/00006247-200603000-00002.

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Streb, Christoph K., Sven C. Voelpel, and Marius Leibold. "Managing the aging workforce:." European Management Journal 26, no. 1 (February 2008): 1–10. http://dx.doi.org/10.1016/j.emj.2007.08.004.

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Spěšná, D., P. Pospěch, F. Nohel, J. Drlík, and M. Delín. "Aging of the agricultural workforce in relation to the agricultural labour market." Agricultural Economics (Zemědělská ekonomika) 55, No. 9 (September 24, 2009): 424–35. http://dx.doi.org/10.17221/20/2009-agricecon.

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The development of age structure of Czech agricultural workforce has been continuously predominantly negative since 1989 and it constitutes a serious problem in terms of reproduction of agricultural workforce. The present paper abstains from analyzing the demographic, economic and socio-political influences on this process and tries to identify the specific factors inherent in the agricultural labour market. It considers opportunities for improving the age structure of agricultural workforce provided by the labour market system, particularly in relation to the supply of workforce, demand for it, unemployment and wage levels. An abductive approach, based on a secondary analysis of quantitative data and the authors’ own empirical survey, identifies a set of hypotheses about the relationship between agricultural labour market and the age structure of agricultural workforce.

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Denehy, Janice. "The Aging School Nurse Workforce." Journal of School Nursing 23, no. 6 (December 2007): 307–9. http://dx.doi.org/10.1177/10598405070230060101.

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Patel, Prachi. "The aging nuclear workforce [Careers]." IEEE Spectrum 48, no. 5 (May 2011): 26. http://dx.doi.org/10.1109/mspec.2011.5753237.

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McMahan, Shari, and Dominick Sturz. "Implications for an Aging Workforce." Journal of Education for Business 82, no. 1 (September 2006): 50–55. http://dx.doi.org/10.3200/joeb.82.1.50-55.

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Rahat, Rahat, Olayemi Abdullateef Aliyu, and Chux Gervase Iwu. "Business students’ perceptions of an aging workforce, higher retirement age and youth unemployment." Problems and Perspectives in Management 17, no. 4 (December 28, 2019): 430–40. http://dx.doi.org/10.21511/ppm.17(4).2019.35.

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The relationship between an aging workforce, higher retirement age, and youth unemployment has already been established in the available literature. However, the empirical research on the impact of an aging workforce, and higher retirement age on youth unemployment is limited, has conflicting results, has occurred mostly overseas, and has not considered the perceptions of young people who are about to enter the workforce. Hence, this paper aims to investigate the perceptions of the youth on the relationship between the aging workforce, higher retirement age, immigration policies, and youth unemployment. Structural equation modelling was used to analyze the responses of 183 business students. The findings establish that five relationships were supported out of seven hypothesized relationships. The key research finding reveal that immigration policies and higher retirement age are significantly related to youth unemployment. Lastly, the theoretical and managerial implications of the study were discussed, along with the limitations and recommendations for future research.

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Kowalski-Trakofler, Kathleen M., Lisa J. Steiner, and Diana J. Schwerha. "Safety considerations for the aging workforce." Safety Science 43, no. 10 (December 2005): 779–93. http://dx.doi.org/10.1016/j.ssci.2005.08.014.

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Buerhaus, Peter, Douglas Staiger, and David Auerbach. "Implications of an Aging RN Workforce." Orthopaedic Nursing 20, no. 3 (May 2001): 97. http://dx.doi.org/10.1097/00006416-200105000-00024.

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Isopahkala-Bouret, Ulpukka. "Educational Credentialing of an Aging Workforce." Adult Education Quarterly 65, no. 2 (December 23, 2014): 83–99. http://dx.doi.org/10.1177/0741713614564048.

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Koc‐Menard, Sergio. "Training strategies for an aging workforce." Industrial and Commercial Training 41, no. 6 (September 4, 2009): 334–38. http://dx.doi.org/10.1108/00197850910983938.

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PurposeThe purpose of this paper is to explore how organizations might support older workers' learning.Design/methodology/approachThe paper highlights an incoming HR challenge (training older workers), conducts a review of corporate responses in Europe, and then identifies lessons. Examples are drawn from the case study database of the European Foundation for the Improvement of Living and Working Conditions.FindingsThe paper identifies four lessons. The first is to adopt a targeted approach, which involves both identifying older employees with key abilities and tailoring training products to their needs. The second lesson is to develop training initiatives that update job‐related skills and knowledge. The third is to complement skills update products with programs that expand the knowledge horizon of older employees. The fourth lesson is to integrate training into recruitment initiatives that target experienced job‐seekers.Originality/valueMany organisations are developing initiatives to tap into the older worker talent pool. Training is a critical component of strategies that seek to retain or attract experienced professionals. The paper provides practical advice that will help organizations to design and implement learning programs for older workers.

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Clark, Robert L., and Beth M. Ritter. "Employer Responses to an Aging Workforce." Public Policy & Aging Report 30, no. 3 (2020): 113–18. http://dx.doi.org/10.1093/ppar/praa011.

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McIntosh, Barbara R., Mary Val Palumbo, and Betty A. Rambur. "An Aging Nursing Workforce Necessitates Change." AJN, American Journal of Nursing 110, no. 12 (December 2010): 56–58. http://dx.doi.org/10.1097/01.naj.0000391244.83510.65.

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Roper, Kathy O., and Daniel C. Yeh. "Ergonomic solutions for an aging workforce." Journal of Facilities Management 5, no. 3 (July 17, 2007): 172–78. http://dx.doi.org/10.1108/14725960710775054.

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Korff, Jörg, Torsten Biemann, Sven Voelpel, Eric Kearney, and Christian Stamov Roßnagel. "HR Management for an Aging Workforce." Zeitschrift für Personalpsychologie 8, no. 4 (October 2009): 201–13. http://dx.doi.org/10.1026/1617-6391.8.4.201.

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Abstract. Strategic human resource management (SHRM) research has provided evidence for a positive association between HR practices and organizational performance. However, theory-building has not considered developmental dynamics across the working life and its implications for the association between HR practices and organizational outcomes. We call for an extension of current SHRM approaches and suggest adopting a life-span psychology perspective on age-related changes of cognitive capabilities, personality, and affect. Integrating the constructs of job satisfaction, organizational commitment, and work motivation establishes a conceptual framework that helps to explain the association of HR practices with performance in an age-differentiated manner. Pertinent propositions address essential facets of the framework for the age-related alignment of HR practices. We discuss directions for further research.

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Clark, Robert L., and Beth M. Ritter. "How Are Employers Responding to an Aging Workforce?" Gerontologist 60, no. 8 (April 17, 2020): 1403–10. http://dx.doi.org/10.1093/geront/gnaa031.

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Abstract The American population is aging and changes in the population’s age structure are leading to an aging of the nation’s workforce. In addition, changes to age-specific participation rates are exacerbating the aging of the national labor force. An important challenge for firms and organizations is how does workforce aging affect labor costs, productivity, and the sustainability of the organization. This article examines employer responses to workforce aging, including changes to retirement policies, modification in working conditions, adoption of phased retirement plans, and reforming other employee benefits.

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Wae-esor, Emeela. "Opportunities and Challenges of Aging Workforces toward HR Practices in Business Management: A Comparison Between Thailand and China." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 10, 2021): 1230–34. http://dx.doi.org/10.17762/turcomat.v12i3.872.

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As the number of elderly population are getting higher, many countries are now facing with rapidly growth in number of aging citizens due to increase in life expectancy, healthcare advancement, and baby boomers become aged. This leads Human Resource sector to understand more on aging workforces as an individual change process in terms of competencies, motivation, behavior and values. The aim of this study is to analyze and compare the opportunities and challenges in managing aging workforces toward Human Resource practices between Thai and Chinese business sectors. In line with the gathering of secondary data and literature-based analysis found that both Thai and Chinese business sectors recognize the common important challenges of the composition of the workforce and also shrinking young labor forces However, business sector in Thailand presents certain challenges from a human resources perspective. i.e.technology challenges when compared to China. Several companies in China realized that aging workforces tends to have positive contributions; as it will increase competitive edge and intellectual capital especially in technology development. However, several companies in Thailand has recruited of aging workforces by increasing the number of part-time employees and offering flexible work options which are a priority for aging workforces.

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Gokhale, Hemangi. "South Korea’s Aging Workforce and Labor Productivity." Innovation studies 12, no. 3 (August 31, 2017): 135–60. http://dx.doi.org/10.46251/innos.2017.08.12.3.135.

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Higo, Masa. "Aging Workforce in Japan: Three Policy Dilemmas." Hallym International Journal of Aging 8, no. 2 (January 1, 2006): 149–73. http://dx.doi.org/10.2190/ha.8.2.e.

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Piszczek, Matthew, Peter B. Berg, Daniella Hochfellner, and Christopher Ruhm. "Organizational HR Practice Responses to Workforce Aging." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 15664. http://dx.doi.org/10.5465/ambpp.2019.15664abstract.

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Pfeifer, Christian, Simon Janssen, Philip Yang, and Uschi Backes-Gellner. "Training participation of a firm’s aging workforce." Empirical Research in Vocational Education and Training 4, no. 2 (November 2012): 131–47. http://dx.doi.org/10.1007/bf03546513.

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West, Jonathan P., and Evan M. Berman. "Managerial Responses to an Aging Municipal Workforce." Review of Public Personnel Administration 16, no. 3 (July 1996): 38–58. http://dx.doi.org/10.1177/0734371x9601600305.

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Cyr, James. "Bedside implications of an aging nursing workforce." Nursing Made Incredibly Easy! 8, no. 1 (January 2010): 6–10. http://dx.doi.org/10.1097/01.nme.0000366093.92922.2c.

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Buyens, Dirk, Hans Van Dijk, Thomas Dewilde, and Ans De Vos. "The aging workforce: perceptions of career ending." Journal of Managerial Psychology 24, no. 2 (February 13, 2009): 102–17. http://dx.doi.org/10.1108/02683940910928838.

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&NA;. "Nursing Management???s Aging Workforce Survey 2006." Nursing Management (Springhouse) 37, no. 4 (April 2006): 9–10. http://dx.doi.org/10.1097/00006247-200604000-00004.

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Wandner, Stephen A., David E. Balducchi, and Christopher J. O’Leary. "Public Employment Policy for an Aging Workforce." Gerontology and Geriatric Medicine 4 (January 2018): 233372141880006. http://dx.doi.org/10.1177/2333721418800064.

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Buerhaus, Peter I. "Implications of an Aging Registered Nurse Workforce." JAMA 283, no. 22 (June 14, 2000): 2948. http://dx.doi.org/10.1001/jama.283.22.2948.

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Skinner, Lucy, Douglas O. Staiger, David I. Auerbach, and Peter I. Buerhaus. "Implications of an Aging Rural Physician Workforce." New England Journal of Medicine 381, no. 4 (July 25, 2019): 299–301. http://dx.doi.org/10.1056/nejmp1900808.

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Moberg, Dennis J. "The Aging Workforce: Implications for Ethical Practice." Business and Society Review 106, no. 4 (December 2001): 315–29. http://dx.doi.org/10.1111/0045-3609.00118.

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Frank, Janet C., Mary Altpeter, JoAnn Damron-Rodriguez, Joann Driggers, Susan Lachenmayr, Colleen Manning, Dana M. Martinez, Rachel M. Price, and Patricia Robinson. "Preparing the Workforce for Healthy Aging Programs." Health Education & Behavior 41, no. 1_suppl (October 2014): 19S—26S. http://dx.doi.org/10.1177/1090198114543007.

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Phillips, Jennan A., and Rebecca Miltner. "Work hazards for an aging nursing workforce." Journal of Nursing Management 23, no. 6 (March 7, 2014): 803–12. http://dx.doi.org/10.1111/jonm.12217.

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Vujicic, Marko. "The “de-aging” of the dentist workforce." Journal of the American Dental Association 147, no. 10 (October 2016): 843–45. http://dx.doi.org/10.1016/j.adaj.2016.06.016.

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Morgan, Brett, Lorraine Jordan, and Luis A. Rivera. "Considerations for an aging nurse anesthetists workforce." Geriatric Nursing 41, no. 6 (November 2020): 1017–19. http://dx.doi.org/10.1016/j.gerinurse.2020.10.010.

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Boenzi, F., S. Digiesi, G. Mossa, G. Mummolo, and V. A. Romano. "Modelling Workforce Aging in Job Rotation Problems." IFAC-PapersOnLine 48, no. 3 (2015): 604–9. http://dx.doi.org/10.1016/j.ifacol.2015.06.148.

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Silverstein, Michael. "Meeting the challenges of an aging workforce." American Journal of Industrial Medicine 51, no. 4 (2008): 269–80. http://dx.doi.org/10.1002/ajim.20569.

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Juicharoen, Nhatphaphat, and Suradetch Wangthong. "The Aging Workforce Management in Business Sectors." Quest Journal of Management and Social Sciences 3, no. 1 (June 10, 2021): 40–48. http://dx.doi.org/10.3126/qjmss.v3i1.37589.

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Background: Aging society affects good planning in workforce management for sustainable business running. Workforce management is not only the duty of human resources but also promotes the strategy for effective management. Objectives: The objective of this study is to analyze the aging workforce management in business sectors. Method: The research reviews relevant literature and, based on the evidence of theories about age-diverse management, creates a framework related to antecedent factors and the following factors. The testing applied the CBSEM model with a sample group of 300 respondents. Result: The result found that planning “capacity in the workplace” and “knowledge management” are two factors that affect the potential corporate reputation efficiency of an organization significantly via “cultural value” and “social value” which were completely transformational. Conclusion: The result of the study regarding the theory evidence and support research from overseas has a problem in applying to practice with an empirical result that differs locally. Therefore, the model needs to be verified with the local data, and develop a suitable model.

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Huang, Wen-Hsin, Yen-Ju Lin, and Hsien-Feng Lee. "Impact of Population and Workforce Aging on Economic Growth: Case Study of Taiwan." Sustainability 11, no. 22 (November 9, 2019): 6301. http://dx.doi.org/10.3390/su11226301.

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Taiwan’s population is aging at a fast pace, and its aged society is expected to transition into a hyper-aged society within eight years. Population aging has been a matter of international concern; however, there remain differing views about its economic impact. Thus, this study aims to examine the impact of population and workforce aging on Taiwan using quarterly data from 1981–2017. The empirical results demonstrate that an aging workforce has a significantly positive impact on the rate of economic growth. However, the old-age dependency ratio has a significantly negative effect on economic growth. The empirical findings indicate that human capital is essential for total factor productivity (TFP) growth and that workforce and population aging mainly impact productivity through TFP. Accounting for policy factors, increasing the supply of the eldercare workforce and foreign manpower contribute toward countering the negative impact of an aging population on national economic growth. Policies on retirement, pension systems, health care, and human capital accumulation that target the aged population are discussed, accompanied by policy suggestions.

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Srisorn, Wijittra, Sunthan Chayanon, and Tikhamporn Punluekdej. "FACTORS AFFECTING AGING WORKFORCE MANAGEMENT IN KHO WANG, YASOTHON PROVINCE, THAILAND." EUrASEANs: journal on global socio-economic dynamics, no. 4(17) (August 8, 2019): 65–78. http://dx.doi.org/10.35678/2539-5645.4(17).2019.65-78.

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This research on the factors affecting management of the aging workforce in Kho Wang, Yasothon Province aims to: 1) study the factors affecting management of the aging workforce; and 2) provide guidelines on management of the aging workforce at Kho Wang District, Yasothon Province. This is a qualitative research in which data are derived from literature review in various forms such as text books, research papers, academic materials as well as specialized journals and magazines. Content analysis has been selected as a research methodology, and data presentation is descriptive in nature. The results show that transformation leadership style and management of diversity are important factors that provide positive effects on management of the aging workforce in Amphoe Kho Wang, Yasothon Province. The changing structure of population towards aging society produces a severe shortage at the labor market. As a result, there are less young people joining the workplace. Thus, every organization has to deal with the situation when it lacks employees. Therefore, appropriate management of elderly workforce becomes a challenging issue in HR management for the near future. Firms should be able to use the skills, knowledge, capacity, expertise as well as accumulated experience from the older workers in order to benefit their own organizations.

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Fayek, Aminah Robinson, Mike Yorke, and Ron Cherlet. "Workforce training initiatives for megaproject success." Canadian Journal of Civil Engineering 33, no. 12 (December 1, 2006): 1561–70. http://dx.doi.org/10.1139/l05-125.

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The recent trend of mega construction projects has resulted in some major challenges and opportunities for construction management and execution. One of these challenges is in construction workforce renewal and training. With a rapidly aging workforce, the challenge is to attract new workers while simultaneously providing adequate training for the influx of young and sometimes inexperienced people. Client–owners are now recognizing the economic need to implement advanced training on their projects, to improve productivity and minimize losses. With workforces ranging in the thousands, skilled labour has one of the most significant impacts on project outcomes. Alberta has seen a significant increase in workforce training initiatives, particularly since 2000. The objectives of this paper are to provide an overview of the recent advances and initiatives in workforce training in Alberta within the unionized building trades sector of the industrial construction industry and to highlight the economic significance of these initiatives for mega construction projects. The training contributions made by other key organizations are also presented. Key words: Alberta, apprentices, industrial construction, labour force, mentoring, trades, training, workforce.

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Emerman, Jim, Cal J. Halvorsen, and Jim Emerman. "INTEREST GROUP SESSION—AGING WORKFORCE: WORK AND PRODUCTIVE AGING: OPPORTUNITIES AND CHALLENGES." Innovation in Aging 3, Supplement_1 (November 2019): S374. http://dx.doi.org/10.1093/geroni/igz038.1369.

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Abstract With much of the world experiencing population aging and a strong need—and desire—among many approaching later life to work longer than past norms, individuals and institutions are experimenting with new ways of working. Yet given the complexities of navigating the work environment in later life, including aspects of cumulative (dis)advantage that help or hinder one’s work prospects, the pull to socially impactful work in the nonprofit sector, and the day-to-day experience of such work in later life, outcomes from this work can vary. Consequently, this symposium will focus on the challenges and opportunities of working longer and their relevance to a productive aging model. The first paper will provide a framework for engaging in the conversation on productive engagement in later life. It will give particular consideration to older workers with lower levels of socioeconomic status in OECD countries. The second paper will discuss results from more than 1,400 surveys of fellows and organizational hosts that have participated in the Encore Fellowships Network, which matches mid- and late-career workers (typically corporate retirees) to non-profit organizations seeking their skills and experience. The third and final paper will reveal findings from an experience sampling methods study of two groups of older adults over the age of 60: founders or leaders of social purpose organizations, and older volunteers. We will conclude by facilitating a discussion on ideas for future scholarship on longer working lives, with particular emphasis on individuals with less advantage as well as those pursuing social purpose work.

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F. Mahon, John, and Carla C.J.M. Millar. "ManAGEment: the challenges of global age diversity for corporations and governments." Journal of Organizational Change Management 27, no. 4 (July 8, 2014): 553–68. http://dx.doi.org/10.1108/jocm-05-2014-0100.

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Purpose – The purpose of this paper is to investigate the challenges, worldwide of managing an aging workforce. The paper offers suggestions for public policy and for individual organizational approaches to developing, managing and motivating an aging workforce. Design/methodology/approach – The paper reviews in depth international literature, public policies and corporate policies that deal with an aging workforce. Findings – In virtually every nation in the world, society is aging and the costs to society – on multiple dimensions demand organizational action and changes in public policy. For the first time in recorded history the number of people aged 65+ will exceed those 15 and under starting in 2015. It is also predicted that those 80+ will be greater than those under 15 in Europe by 2060. Originality/value – This paper explores the impact of a worldwide aging society on the management of organizations and the demands that this aging will place on public policy. It addresses the profound impacts of changing dependency ratios on nations and on their future competitiveness.

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Aiyar, Shekhar, and Christian Ebeke. "The Impact of Workforce Aging on European Productivity." IMF Working Papers 16, no. 238 (2016): 1. http://dx.doi.org/10.5089/9781475559729.001.

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Streb, Christoph K., and Sven C. Voelpel. "Analyzing the Effectiveness of Contemporary Aging Workforce Management:." Organizational Dynamics 38, no. 4 (October 2009): 305–11. http://dx.doi.org/10.1016/j.orgdyn.2009.07.006.

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VOELPEL, SVEN C., and CHRISTOPH K. STREB. "A Balanced Scorecard for Managing the Aging Workforce." Organizational Dynamics 39, no. 1 (January 2010): 84–90. http://dx.doi.org/10.1016/j.orgdyn.2009.10.008.

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Rabl, Tanja, and Raymond A. Noe. "Old Dogs, New Tricks: Developing an Aging Workforce." Academy of Management Proceedings 2018, no. 1 (August 2018): 10404. http://dx.doi.org/10.5465/ambpp.2018.10404symposium.

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Journal articles on the topic 'Aging Workforce'

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