Abstract
The issue of population aging is currently highly topical. In the context of population aging, age management comes to the fore. It addresses the management of human resources with regard to the age and potential of employees. The main aim of the article is to present the results of research focused on the importance of age management pillars from the perspective of employees from different generational groups in industrial enterprises in Slovakia. Based on established research questions and the research hypothesis, we can state that the perceived importance of age management pillars differs depending on the affiliation to the generational group. The research hypothesis was confirmed, and we conclude that there is a dependence between generational groups of employees from industrial enterprises in Slovakia and the importance of the age management pillars (the number of designations in a pairwise comparison). As a data collection tool, a research questionnaire was created. Collected data were evaluated based on a pairwise comparison of the perceived importance of age management pillars for employees. The research sample consisted of N = 384 respondents (employees of large industrial enterprises in Slovakia). When considering the research results, the use allows approaching the management of different generations of employees directly within the framework of sustainable human resource management. The research problem is also supported by resources and theoretical background.
Highlights
Many authors have addressed the issue of diversity, and their research has shown that diversity can have a positive effect, but other research has shown a negative effect of employee diversity in the company [7,8,9,10,11,12,13,14,15,16]
The lowest value of significance was reached by the area “The age of employees does not decide the process of selecting employees”, which is a typical area for the first age management pillar, called “Knowledge of age issues”
Age management and human resource management, in general, are among the “soft” components of management, they can greatly affect the prosperity of an enterprise
Summary
Diversity of employees is not a new issue among industrial enterprises [1]. Diversity means differences that are more visible such as gender, age and ethnicity, or differences that are less visible, for example, job experiences or educational attainment [2,3,4,5,6]. Many authors have addressed the issue of diversity, and their research has shown that diversity can have a positive effect (e.g., better communication, respect, creative thinking, better cooperation), but other research has shown a negative effect of employee diversity in the company (conflicts, disrespect, deepening stereotypes) [7,8,9,10,11,12,13,14,15,16]
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