A Human Resource Management Perspective on Work Alternatives for Older Americans.

Autor/in	Paul, Carolyn E.
Titel	A Human Resource Management Perspective on Work Alternatives for Older Americans.
Quelle	(1983), (30 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
Schlagwörter	Employee Attitudes; Employer Attitudes; Employment Opportunities; Employment Potential; Employment Practices; Employment Problems; Employment Programs; Job Development; Job Sharing; Labor Market; Labor Needs; Labor Utilization; Middle Aged Adults; Older Adults; Older Workers; Part Time Employment; Personnel Policy; Policy Formation; Public Policy; Reentry Workers; Retirement; Work Environment + Suchen Sie Ihr Suchwort? Arbeitnehmerinteresse; Arbeitgeberinteresse; Berufschance; Beschäftigungschance; Arbeitsmarktbezogene Qualifikation; Beschäftigungsfähigkeit; Berufspraxis; Beschäftigungssituation; Employment program; Employment programme; Employment programmes; Beschäftigungsprogramm; Jobsharing; Labour market; Arbeitsmarkt; Labour needs; Arbeitskräftebedarf; Älterer Erwachsener; Älterer Arbeitnehmer; Part-time employment; Teilzeitbeschäftigung; Personalpolitik; Politische Betätigung; Öffentliche Ordnung; Beruflicher Wiedereinstieg; Pensionierung; Arbeitsmilieu
Abstract	This study examined work alternatives for middle-aged and older persons from two perspectives. The first perspective focused on personnel policies of the employer that relate to the development and administration of employment options. The second perspective concentrated on public policy variables that influence or could influence the availability of options through their effect on both employer policy and older persons' use of work alternatives. Seven employment options tailored for the specific use of middle-aged and older Americans by progressive employers were evaluated. A case study method was used with information obtained through telephone interviews with managers of 25 companies with progressive personnel policies. The employment options included job sharing, phased retirement, labor pools of retired personnel for part-time work, active job recruitment of older persons to fill open positions, job redesign, job transfers, and retraining programs. It was found that managers provide employment options to middle-aged and older personnel when it is in their organization's best interest to do so; this is, the options represent an inexpensive human resource tool for managing older workers. It was also determined that few older workers take advantage of the work options, principally because of lack of communication between management and workers and because of the reduced income such options often entail. The findings of the study point to the need for government marketing strategies useful in selling employment options to employers, unions, and older persons. (KC)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01