Abstract

Age management practices refer to the development and implementation of workplace strategies to support and improve the health and productivity of workers aged 45 years or older. The objective of this study was to analyze the scientific evidence available to support age management practices toward older workers. An integrative review was conducted, with the following databases searched in February 2019: LILACS, MEDLINE, Web of Science, and SCOPUS. Inclusion criteria consisted of original primary studies with full-text availability, published in Portuguese, English or Spanish. Secondary studies were excluded. No restrictions were imposed on publication dates given the paucity of literature on this topic. The final sample consisted of 11 primary studies published between 2006 and 2017, which addressed the following age management practices: workplace health promotion; employment exit and transition to retirement; knowledge transfer, training and lifelong learning; career development; flexible working time practices; and occupational safety and health management. Age management practices are promising tools to promote a work environment that is adequate to the needs of older workers.

Highlights

  • The 21st century has seen a significant increase in population aging, with an estimated 962 million people worldwide aged 60 years or older.[1]

  • The acceleration of population aging has resulted in an aging of the overall workforce

  • This review was guided by the following research question: “What scientific evidence is available to support age management practices?”

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Summary

Introduction

The 21st century has seen a significant increase in population aging, with an estimated 962 million people worldwide aged 60 years or older.[1] In Brazil, 13% of the population is over 60 years old, and by 2050, this figure is expected to reach 29.3%.2. Strategies targeting disease prevention and health promotion in the workplace become increasingly necessary in order to preserve worker capacity and quality of life.[4]. In light of these observations, age will become an important factor in human resource management, demanding new policies, instruments and interventions to ensure a prolonged, healthy and productive working life.[5]

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