Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

This section has shown than an ´age-friendly´ or ageist attitude is often not reflected by
firm-level policy makers but reveals itself upon closer inspection. An age-blind personnel
policy may nevertheless discriminate against older workers, e.g. if performance
requirements based on physical aptitude of young workers are applied to them (Schmidt
2004: 96).
Age management strategies which intentionally address the ageing of the workforce,
and holistic HRM policies are seldom. Isolated policies, inter al. in the field of know-how
transfer, health management, further training, early retirement or a general protective
attitude towards older workers prevail (Table 16). Most of those measures have an
externalising effect upon older workers, or treat them as passive recipients of benefits.
Discovering a business case in the integration and development of workers of all ages is
a facilitator of age management at firm level. Another facilitator, also visible in my case
studies, is the impact of US American (co-)owners which are trend-setters with regard to
anti-discrimination policy (Deller et al. 2008: 238). That shows the impact of firm culture –
not in the form of cultural hegemony or dominance effects, but rather as a rational
adaptation of practices which have proven effective in another context and as an instrument
of international integration (Edwards 2004).
Another variable included in the original model of firm agency (Fig. 1 in chapter 2.) was
the perception of demographic change. That perception is not always translated into action,
e.g. retention of older workers or recruitment of older applicants. The realisation of the
ageing of the workforce may inhibit age management and lead to a concentration on early
exit if the process is perceived as a problem. Even holistic age management strategies in
firms in my sample include early retirement as a fixed component allowing to preserve the
current age structure and the inflow of young recruits. The concerted initiative of social
partners at branch level is also a factor which may foster age management, demonstrated on
the example of the Collective Agreement on Demographic Change.
The qualitative panel allowed me to examine whether age management was a consistent
strategy or subject to disruptions by external circumstances (as laid out in Fig. 1 in chapter
2.). Factually, both setbacks due to the downward economic trend and personnel reductions
were visible in the second round of interviews, as well as positive developments due to the
risen awareness of firm-level actors, pressure by employee representatives or more acute
problems connected to demographic change, proving the value of my explanatory variables.
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