Abstract
The demographic change in most industrialized countries has increased both the average age of employees and the age diversity of the workforce. As a consequence, organizations and managers are keen to find new strategies that help promoting health and performance of older workers as well as the effective cooperation between young and old employees in increasingly age-diverse work teams. We briefly present a theoretical model that explains why and under which conditions age diversity is indeed a problem for effective team work. Next, we summarize key findings of the project TED that examined several of these factors in the manufacturing industry. Job tasks in this industry are often characterized by high physical work load and restricted degrees of autonomy which makes work highly susceptible to the effects of demo graphic change. In this project, we evaluated the effectiveness of a newly developed intervention for leaders. In cooperation with a German car manufacturing company, 1600 employees and their leaders were investigated over 3 years. The results show, inter alia, the expected positive impact of a training that promotes age-differentiated leadership on performance and health of employees.
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