Abstract
PurposeThis paper aims to show which factors influence the perception of human resources professionals about managers over 50 years old and which factors guide the age management practices adopted in the surveyed companies.Design/methodology/approachTo this end, a survey was conducted with 140 companies accessed from a database of a human resources association. Through the answers obtained through the online questionnaire, an exploratory factor analysis was made with the aid of Software R.FindingsThus, it was possible to identify four factors that explain the work posture of professionals 50 years of age and older (company expectations, performance, morality and knowledge and professionalism) and three factors that guide the adoption of age management practices in organizations (recruitment & selection and integration, retention and continuity in the company, adaptation to the needs).Originality/valueThe results suggest that, even considering the high performance of older managers, perceived by HR professionals, the adoption of age management practices is still insufficient, making it difficult for these professionals to enter and remain in organizations. Moreover, it can be inferred that such posture indicates biases of discrimination and age stereotypes.
Highlights
Population aging has gained prominence in the social and academic agendas, mainly due to the presence of older workers in the labor market (Chiu, Chan, Snape, & Redman, 2001; Nelson, 2005; Stypinska, & Turek, 2017; Vasconcelos, 2012; Wood, 2008)
The results suggest that, even considering the high performance of older managers, perceived by Human Resources (HR) professionals, the adoption of age management practices is still insufficient, making it difficult for these professionals to enter and remain in organizations
The results indicate that HR professionals have a positive perception of the performance and knowledge of older managers
Summary
Population aging has gained prominence in the social and academic agendas, mainly due to the presence of older workers in the labor market (Chiu, Chan, Snape, & Redman, 2001; Nelson, 2005; Stypinska, & Turek, 2017; Vasconcelos, 2012; Wood, 2008). Age discrimination leads to bias in the assessment of the work of older workers and discriminatory management practices These two aspects will be presented . In the case of Brazil, it is necessary to develop public policies for the retention and reintegration of older professionals, including training, part-time work, and tax incentives for companies that integrate these professionals (Gomes, & Pamplona, 2015). These professionals, due to their age, can connect with older consumers who are currently an expanding group in either number or purchasing power. The recruitment processes are traditionally directed toward younger professionals (Lievens, Van Hoye, & Zacher, 2012), there is an effort to Positioning of older professionals at workplace
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