Achieving Employability in an Ageing Workforce: The Role of Age and the Achievement of Targets

Nena Hribar,Polona Šprajc

doi:10.18690/978-961-286-442-2.23

Abstract

The aging workforce challenges companies to keep their aging employees employable in the workforce. This paper gives an indication as to which employees are more likely to be interested in further learning and employability. Specifically, the aim of this study was to investigate the role of chronological age and achievement goal orientations for informal and formal learning and employability. It was found that informal learning has a significant positive relation with several dimensions of employability. Furthermore, mastery-approach goal orientation also shows a significant positive relation with informal learning and employability. In addition, age had no significant relation with the achievement goal orientations. The paper stresses the need to consider characteristics other than chronological age, such as goal orientations, when considering employees’ learning behavior and employability.

Highlights

Aman is born as a person without any characteristics, helpless and without any features specific for a grown man
Considering that there were three different courses developed by three different teachers, the results were analyzed separately depending on a course that was taken
If we take the sum of pupils who answered „easier“ and the percentage of pupils who answered „the same“ in the 4th and 5th grade, we get the data that 70% of pupils passed the adaptation to the 5th grade well

Summary

Introduction

Aman is born as a person without any characteristics, helpless and without any features specific for a grown man He owns only a specific number of instincts. A man is born with great oppotunities to develop rapidly , i.e. more rapidly than any other species of living beings Later, he develops and becomes qualitatively different in relation to any other human being, and this means that he uses instruments and speech, unlike all other living beings. Culture is hard to grasp as much of it is hidden in unspoken social patterns Leaders and founders start cultures and establish values that can remain for years to come. How do employees communicate with eachother at the meetings? Who has the power (in)formally at the meeting? Who is invited to the meeting – wider or narrow group of stakeholders?

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Conclusion