Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

Non-reaction or externalisation of older workers is a frequent way of dealing with the
challenge of an ageing workforce in German companies (BIBB 2005: 2-3). Long-term
orientated age management strategies are missing in German companies. The firms rather
develop ad hoc strategies when confronted with a concrete challenge and resort to the option
of ´wait and see´ and “short termism” (Morschhäuser 2005: 302; Marstedt et al. 2003: 40-
41; Benedix et al. 2007. 41-42). In line with the deficit thesis, firms perceive older workers
as subject of care and protection and not as potential (Marstedt et al. 2003: 190-2).
With regard to Poland, no research is available on age management strategies, but
strategic HRM is more frequently pursued in large companies and in companies with
foreign investors (Pocztowski et al. 2001: 15). An international comparison (Harper et al.
2006: 36) revealed that Polish employers and employers in countries with young
populations make the least endeavours to retain experienced older workers.
The privatisation of Polish companies had a mixed effect on HRM. On the one hand, it
resulted in rise of pay, differentiation of wages and salaries, greater autonomy of
management and rise in quality, but on the other hand, it was accompanied with personnel
reduction and closing of works councils (Siewierski 1993: 146) and in radical infringement
of the decision-making power of the workforce within the company (Bednarski 2003: 149,
Jarosz 1997: 65). EU accession will presumably have a positive effect on further aspects of
HRM in Polish companies, especially with regard to the ban on discrimination in hiring and
employment, the freedom of access to trade unions and employers´ associations, free
collective bargaining, and coordinated policy with regard to further training and
occupational safety and health (Pocztowski 2004: 217). This may strengthen the position of
older workers. On the other hand, rules of market economy introduced in Poland,
accompanied by higher demands and higher pace of work, although inevitable, push older
workers out of the labour market.
4.1.2. Recruitment Practice
Older workers run a lower risk of becoming unemployed than younger workers, but
once unemployed, they remain in this status for a longer period. Recruitment opportunities
for workers 50+ are therefore one of the crucial levers of prolongation of working life, even
more as the risk of becoming unemployed rises in times of frequent shop closures and
downsizing, especially in Poland.
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