The ageing population and knowledge work: a context for action

Abstract

PurposeThis paper aims to investigate a workforce policy response to the ageing workforce, emerging social and demographic trends, ongoing and rapid change, the growth in complexity and the changing nature of work.Design/methodology/approachThe main method for constructing this paper is analysis of selected texts rather than the more conventional empirical studies. The approach is that of scenario construction, guided by the criteria established by Nowotny et al. Evidence is gathered of emergent trends that affect management practices and structures now and in the foreseeable future. These trends are identified and woven into a commentary that links them in a focus on the priorities for Australian organizations.FindingsThe findings from this research suggest that “command‐based” management structures of the bureaucracy, given emergent trends, present as an impediment to organizational success. Rather, a workforce policy reform agenda for both understanding and managing noted historical conditions in a coherent way is proposed.Practical implicationsThe conclusions of this paper are significant for large organizations faced with the dynamism of the modern era and the difficulties associated with emerging demographic and social trends. They suggest a workforce policy reform agenda for both understanding and managing these historical conditions in a coherent way.Originality/valueThis paper deals with a topic that is exercising policy makers in all the developed economies. It offers practical advice to assist the development of workforce policy to better manage emergent trends.