Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

opinions by adding that similar traits could be found among the middle-old and the young
and that one could not generalise.)
An ´age-blind´ personnel policy does not apply discriminatory mechanisms towards
older workers. However, in cases where older workers are worn out due to unfavourable
working conditions or insufficient further training, such age-blind policy may appear as
´muddling through´ and non-reaction. An ´age-sensitive´ or ´age-balanced´ policy is
therefore required (Köchling/Deimel 2006: 105ff) ), denoting that personnel policy is
approached from the “demographic focus”.
Only few respondents answered the question about the general direction of personnel
policy – whether it was age-blind, favouring older workers or favouring younger workers. A
typical example of the first type is the civil service establishment Firm DE-1. Personnel
policy in the German civil service is subject to a high degree of legal regulation and may not
differ by age (1_Firm DE-1_HRM 45 ). Some exceptions from this rule exist, but they are to
the benefit of older workers, e.g. seniority wages.
None of the interviewees (neither HRM nor employee representatives) assessed that the
policy of the establishment favoured the young. Only a closer examination of singular areas
of personnel policy (see next chapters) revealed mechanisms which favoured either young
or old workers and applicants.
A dedicated age management strategy was found in four establishments only; see Box 1
for one example. Other firms which take into account the ageing of the workforce and
which developed personnel policies in more than one policy field are Firm DE-7, Firm DE-
10 and Firm DE-13.
45 The first number denotes the timing of the interview (1 – spring 2004, 2 – autumn 2006), HRM/WCM–
whether the interviewee was a human resource manager or a works council member (usually chairman/-
woman).
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