Automation and the jobs of young workers

Self-management of health-behaviors among older and younger workers with chronic illness

Worldwide ageing and thus, workforce ageing, is a concern for both developed and developing nations. The aim of the current research was to determine, through a systematic literature review, the effects of age in three dimensions that are often used to define or assess productivity at work. PICO framework was used to generate search strategies, inclusion criteria and terms. Scopus and PubMed databases were used. Peer-reviewed journal papers written in English and published (or in press) between January 2014 and December 2018 were included. After filtering through inclusion criteria, 74 papers were included in the review. Considering productivity, 41%of the findings showed no differences between younger and older workers, 31%report better productivity of younger workers and 28%reported that older workers had better productivity than younger workers. Performance was better in older workers (58%), presenteeism generally showed no significant differences between age groups (61%). Absenteeism was the only outcome where younger workers outperformed older workers (43%). Overall, there was no difference in productivity between older and younger workers. Older workers performed better than younger workers, but had more absenteeism, while presenteeism showed no differences. As ageing has come to workplaces, holistic approaches addressing total health are suggested to overcome the worldwide workforce ageing phenomenon.

The growing age diversity in organizations in most industrialized economies provides opportunities to motivate both older and younger workers by enabling them to benefit from each other through knowledge transfer. In this study, we integrate self-determination theory with socioemotional selectivity theory to argue that the alignment between workers' age and their roles in knowledge transfer can generate motivational benefits for them. More specifically, we argue that receiving knowledge from coworkers (i.e., actor knowledge receiving) is more closely aligned with younger workers' goal priorities, whereas having coworkers receive one's knowledge (i.e., partner knowledge receiving) is more closely aligned with older workers' goal priorities. We expect that these motivational benefits manifest in younger and older workers' need fulfillment at work, which can shape their subsequent intention to remain with the organization. We used an actor-partner interdependence model to test our hypotheses with time-lagged data from a sample of 173 age-diverse coworker dyads and found support for most of our hypotheses. The age-specific motivational perspective that we adopt has implications for self-determination theory and research on knowledge transfer and mentoring. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

An Explanation of the Increasing Age Premium

This research assesses younger worker perceptions of older and same age worker stereotypes and communication in the USA and Thailand. Results indicate that older workers are generally seen by younger workers as more uncomfortable with new technology, less flexible and more cautious on the job, and more loyal (and having fewer absences) to the organization than younger workers. As compared to younger American workers, younger Thai workers agree more with negative stereotype items that older workers make more mental mistakes, are slower to adapt to new technology, are more fearful of technology, and are less flexible at work. But they also agree more with positive stereotype items that older workers are absent less, have a better attitude toward work, and have a higher level of commitment to the organization than younger workers. In terms of their communication, younger Thai workers perceive both other younger Thai workers and older Thai workers as exhibiting more avoidant communication than their counterparts from the USA. The younger Thai workers also perceive members of their own age in-group as communicating in a more nonaccommodating manner than younger American workers. Implications for the aging process across cultures and the workplace are discussed.

To create environments conducive to the wellbeing of workers, especially older workers, it is important to gain insight into ageism among young workers as a distinct segment in the workplace. However, this ageism remains unclear. This study explored the psychosocial predictors of discrimination against older Japanese workers by their younger male counterparts. Four models – Intergroup Contact Theory (ICT), Knowledge–Attitude–Behaviour Model (KABM), Terror Management Theory (TMT) and Frustration–Aggression Theory (FAT) – formed the basis of the study. All the models included positive and negative dimensions of stereotypes as mediators between predictors and discrimination. Data from 874 participants were obtained through a voluntary web survey for employees aged 25–39 years who lived in the Tokyo metropolitan area. A scale describing interactions with older workers (supportive, uncomfortable and avoidance), Facts on Ageing quiz, fears of being an older worker and a job dissatisfaction survey were employed to examine the hypotheses based on the above theories. The results supported the hypotheses based on ICT and FAT but not KABM. Higher supportive contacts were significantly related to lower discrimination mediated by a higher positive and lower negative dimension of stereotypes. Contacts characterised by higher discomfort were significantly related to higher discrimination mediated by a lower positive and higher negative dimension of stereotypes. Higher job dissatisfaction was related to higher discrimination mediated by lower positive stereotypes. Interestingly, higher fear of being an older worker was significantly related to lower discrimination mediated by higher positive stereotypes, contrary to the TMT-based hypotheses. Thus, ICT and FAT regarding ageism can explain young male workers’ discrimination against older workers in Japan, which differs culturally from Western countries. Furthermore, the results of the study suggest that boosting the quality of interactions as well as reducing bad interactions with older workers contribute to lower discrimination.

Drawing on self-categorization theory, this study examined the impacts of perceived age and deep-level dissimilarities with younger workers on older workers’ tacit and explicit knowledge sharing (KS) with younger workers via generativity striving (GS), and extended the theory by proposing the moderating role of knowledge receiving (KR) from younger workers. This study used a three-wave online survey of 570 older workers in a large Chinese aircraft maintenance company. The results showed that GS mediated both the positive relationships between perceived age dissimilarity with younger workers and older workers’ tacit and explicit KS with younger workers, as well as the negative relationships between perceived deep-level dissimilarity (PDD) with younger workers and older workers’ tacit and explicit KS with younger workers. Moreover, the positive direct impact of GS and the negative indirect impact of PDD with younger workers on older workers’ explicit KS with younger workers were found to be relatively weaker when older workers’ KR from younger workers was high. The findings suggest that perceived age and deep-level dissimilarities with younger workers present both opportunities and challenges for older workers to share knowledge with younger workers.

Purpose– To explore whether the ages of human resources (HR) managers has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e., manager attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e., manager behaviors). The paper aims to discuss this issue.Design/methodology/approach– Based on theories concerning the origins of stereotypes and the concept of “in-group bias”, three hypotheses were tested on a sample of HR managers from 516 Italian companies extracted from the Gfk Eurisko database by using factor analyses and bivariate and multivariate tools.Findings– The age of an HR manager seems to influence his/her attitudes towards older and younger workers, because HR managers judge workers of a similar age to them more positively. In contrast, the age of an HR manager does not seem to play a particular role in the implementation of age management initiatives. In the companies considered, however, there is a tendency to adopt early retirement schemes when the HR managers concerned are younger, while in general there is a tendency to implement age management initiatives and show a greater appreciation of older workers in larger companies.Practical implications– The implementation of age management initiatives to the benefit of older workers may improve HR managers ' perceptions of those workers ' positive qualities. Furthermore, specific training may help HR managers recognize that both younger and older workers have useful albeit different strengths.Originality/value– This study provides new empirical evidence from the Italian context on the largely under-investigated issue of the role played by age in shaping HR managers ' attitudes towards older workers, and age management policies in particular.

Three studies were carried out to develop and validate an instrument for measuring managers’ attitudes toward older workers. In the first study we explore (a) managers’ attitudes toward older workers, and (b) retirees’ perceptions about their last experiences before retirement. In the second study, 51 items emerging from the first study and from the literature were developed. The corresponding questionnaire was then applied to a sample of 224 Portuguese managers who were also invited to make decisions in three scenarios involving younger and older workers. The third study replicated the second one with a sample of 249 Brazilian managers. The main findings are: (a) five types of managers’ attitudes toward older workers were identified (adaptability, value of older workers’ competencies, organizational conscientiousness, social capital/generosity and performance); (b) these attitudes predict how managers select older vs. younger workers in hiring and selecting employees to participate in training; (c) the empirical patterns identified in the Portuguese and Brazilian samples are similar; (d) in spite of recognizing positive qualities in older workers, managers discriminate against them; (e) managers develop different attitudinal profiles toward older workers, which has consequences for how they make decisions about those workers.

This study examines recent trends and patterns in fall fatalities in the U.S. construction industry to determine whether fatal falls among older workers are different from younger workers in this industry. Falls are the leading cause of fatalities in the U.S. construction industry. Given the increasingly aging workforce in construction, it is important to assess the risk of falls among older construction workers. Fatality data were obtained from the Census of Fatal Occupational Injuries for the years 1992 through 2008. Denominators for death rates were estimated from the Current Population Survey. Stratified and multivariate analyses were performed to examine whether there are differences in fatal falls between older workers (> or = 55 years) and younger workers (16-54 years). Fatal falls in nonconstruction industries were excluded from this study. Older workers had higher rates of fatal falls than younger workers; results were significant in 11 of 14 construction occupations. Regression analysis indicated that older decedents had a higher likelihood that work-related death was caused by a fall, after controlling for major demographic and employment factors (odds ratio = 1.50, confidence interval [1.30, 1.72]). Falls from roofs accounted for one third of construction fatal falls, but falls from ladders caused a larger proportion of deadly falls in older decedents than in younger decedents. Older workers have a higher likelihood of dying from a fall. Roofs and ladders are particularly risky for older construction workers. As the construction workforce ages, there is an urgent need to enhance fall prevention efforts, provide work accommodations, and match work capabilities to job duties.

PurposeAdvancing knowledge about effectively managing the ageing workforce and ensuring economic sustainability for a growing retired cohort is a recognised priority for organisational health researchers, employers and governments. The purpose of this paper is to test social perceptions that older workers' cognitive performance and job attitudes compare adversely to their younger colleagues.Design/methodology/approachThe research assessed samples of older and younger workers in objective tests of cognitive abilities and subjective job attitudes. An opportunity sampling method was employed to recruit a heterogeneous group of participants in Australia (n=172).FindingsNo significant differences in cognitive ability between the groups were identified; older workers were as cognitively skilled for their job as their younger colleagues. No significant group difference for perceptions of social support, job commitment, job satisfaction or turnover intentions was identified.Research limitations/implicationsThe cross‐sectional research design adopted by this research prevented a more detailed examination of the data in terms of causal relationships. While the cognitive testing provided objective rather than subjective data and, therefore, is not as susceptible to response biases such as common method variance, the small sample who undertook the cognitive testing is acknowledged as a research limitation.Social implicationsThis research has implications for the reduction in unemployment of older workers and directly addresses the social issues of an ageing labour force.Originality/valueThe paper demonstrates that stereotypical assumptions concerning inadequate performance and low job commitment commonly attributed to older workers are not in fact indicative of all ageing employees.

Computerization, obsolescence and the length of working life

Computerization, Obsolescence, and the Length of Working Life

PurposeThe purpose of this paper is to consider the statistical evidence on the effects that ill health has on labour market participation and opportunities for younger and older workers in the East Midlands (UK).Design/methodology/approachA statistical analysis of Labour Force Survey data was undertaken to demonstrate that health issues affect older and younger workers alike. This has an equalling effect on labour market opportunities, which should reduce any potential for intergenerational conflict within the workforce.FindingsAlthough health problems that limit activities and affect the amount and kind of work an individual can undertake increase with age, there are high levels of ill health of these kinds within all age groups, including the youngest workers.Research limitations/implicationsThe regional statistical analysis can only provide indications, and further research is required to differentiate which groups of younger and older workers suffer from which types of illnesses, as this has direct implications for their employment.Practical implicationsA more direct consideration of health in employment, education and training policy is required to enable the development of healthy and long‐term working lives that benefit individuals and the economy.Social implicationsThe consideration of the effects of health issues on the labour market should lead to a reconsideration of the rhetoric, and the reality of intergenerational conflict. There might be less reason for such competition than is generally perceived.Originality/valueThe paper considers intergenerational conflict in a labour market context and suggests that health issues have an equalising effect for the relative positions of older and younger workers.

Intergenerational conflict occurs commonly in the workplace because of age-related differences in work attitudes and values. This study aimed to advance the current literature on aging and work by examining whether younger and older workers differ in their visual attention, emotional responses, and conflict strategies when observing hypothetical conflict vignettes involving a coworker from a similar or dissimilar age group. The indirect effect of age group on emotional responses and conflict strategies through visual fixation on conflict scenes was also examined. Utilizing eye tracking, the visual attention of younger and older workers while watching two hypothetical workplace task conflict videos was recorded and compared. The participants were also asked to imagine how they would respond if they were the main actor in the vignettes. A total of 94 working adults, including 48 younger workers and 46 older workers, participated in the eye tracking experiment. Older workers reported fewer negative and more positive emotions than their younger counterparts after watching the conflict videos, particularly those on the non-intergenerational conflict. Younger workers used more dominating in the intergenerational conflict than in the non-intergenerational conflict; such discrepancy between conflict types was relatively small in older workers. Compared with younger workers, older workers fixated significantly less on the coworker during the intergenerational conflict scenes. A significant indirect effect of age group through visual fixation on the coworker was observed for positive emotions and avoiding. Results revealed that older workers may regulate their emotional reactions and conflict strategies to workplace conflicts by reducing their attention to negative stimuli.