Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University
Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University
consideration of equal access to further training. Hypothesis 3 then is not supported, as there is little variation on the dependent variable (only in one case did the interviewees outright say that there is no equal access to further training), which invites the interpretation that neither the economic situation of the firm nor the age structure of the workforce play a determining role for the access of older workers to training. An example of ´good practice´ in the field of further training is presented in Box 2. Other innovative examples are Firm DE-3 (´dual careers´) and Firm DE-10 (´age-sensitive training´). Box 2: Good practice in further training of older workers in Firm DE-13 Firm DE-13 applies innovative concepts in further training. Dual careers (training in multiple compentences in order to be able to perform various tasks) are designed for workers (also older ones) with low employability stemming from monotonous task or for those working in physically burdening positions. Within that 1-year qualification measure, mechanics were trained as electricians, and v.v. The training, introduced around the end of the 1990s, was intended as break with the former practice of staying in one occupation for a lifetime without the need of acquiring new qualifications. Dual careers (called “combined initial training”) were intended to promote the employability of workers and to prevent them from becoming too narrowly specialised. At the same time, they helped to meet the business goal of “cultural change” after the liberalisation of energy markets. Workers above the age of 40 were at first “terrified” that they have to participate in initial training again, but with time adapted to it and found it useful (Firm DE-13_interview with another WCM in 2006). To sum up: Older workers in German firms do not have equal access to further training, but less because of an intentional ageist policy and rather due to a mixture of personal and firm-related causes (lacking opportunities for development in monotonous jobs which do not arouse the need to learn something new and which block creativity; no career development, opportunities for promotion and variety in job tasks; coupled with ´one size fits all´ training courses and with the lower interest of superiors in training workers who are approaching retirement). Older workers are not used to learning any more, demotivated due to missing promotion opportunities, or orientated towards early exit. At the same time, ageadequate training measures are missing. Also the formalisation of further training in works council agreements is low. On overall, one can not speak of ´age management´ in the field of further training. I did not notice essential differences in the assessment of the training ability or motivation of older workers depending on the function of the interviewee (employee 125
epresentative or manager). However, managers usually had more information on that issue and openly talked about deficiencies in the field of further training. No large changes occurred in the field of training policy between the two interview dates. However, the qualitative panel was helpful in such cases when I included persons (either managers of works council members) who had not been interviewed in the first wave, as that completed the picture. 4.2.5. Health Management and Working Conditions Public health experts differentiate between the concepts of ´health management´, ´workplace health promotion´ and ´occupational safety and health´. The first one is an umbrella concept, encompassing both measures at preventing occupational accidents and diseases, minimising risky situations and improving working conditions, and preserving workability and good health by offering sports, nutrition courses and prevention of substance abuse (Badura/Ritter/Scherf 1999: 17). Health management includes a third pillar on top - ´integrated human resource management´ which understands health promotion as a mainstreaming task and aims at organisational development in the direction of a more health-conducive working environment (Oppolzer 2006: 19). ´Best practice´ in health management calls for the following measures: - age-adequate working conditions; - prevention of occupational diseases, accidents and work incapacity; - promotion of a health-conscious way of life among employees; - integration of reconvalescents; - ergonomic improvement of working conditions; - observation of occupational safety rulings (Naegele/Walker 2002: 230-1). The German government attended to the subject of a healthy work environment with its programme ´humanisation of work´ already in the 1970s and 1980s. This initiative has been taken up by trade unions, e.g. NGG (Buschak 1985: 362-3). The responsibility of health funds for the implementation of health management in firms was fixed in 1988 in § 20 of the Social Code V: Statutory Health Funds. Health funds shall cooperate with the statutory accidence insurance in workplace health promotion and have earmarked funds for ´occupational setting´ measures. The EC Directive on Occupational Safety and Health of 1989 influenced the German system of occupational safety of 1996. Since its implementation in German law as of 1996, the new rulings demand the creation of a healthsupportive working environment considering both physical and psychical working conditions, and the coupling of behavioural and relational prevention (Oppolzer 2006: 20ff). 126
- Page 85 and 86: granted to unemployed women aged 58
- Page 87 and 88: not promote a prolongation of worki
- Page 89 and 90: education vouchers for workers 45+
- Page 91 and 92: force had a low work ethos, low wor
- Page 93 and 94: Figure 9: Annual numbers of recipie
- Page 95 and 96: pensioners decreased by 41 per cent
- Page 97 and 98: Figure 11: Employment rates of olde
- Page 99 and 100: preferred way of exit due to easy a
- Page 101 and 102: espective constituency and inhibits
- Page 103 and 104: Figure 12: Fulfilment of Stockholm
- Page 105 and 106: whom a separate pension system is m
- Page 107 and 108: conducive towards the prolongation
- Page 109 and 110: Due to the negligence in the field
- Page 111 and 112: The position of older workers on th
- Page 113 and 114: fact in Germany rather than in Pola
- Page 115 and 116: 2) the supply-side orientated inter
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- Page 121 and 122: (Schmidt/Gatter 1997: 168), in Pola
- Page 123 and 124: 4.2.1. Presentation of the Studied
- Page 125 and 126: Firm DE-14 Man. of Transport Equipm
- Page 127 and 128: opinions by adding that similar tra
- Page 129 and 130: Table 16: Focus of personnel policy
- Page 131 and 132: 4.2.3. Recruitment Practice Good pr
- Page 133 and 134: egardless of their individual capab
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- Page 141 and 142: tear. However, the externalisation
- Page 143 and 144: publicly owned firms (Firm DE-1, Fi
- Page 145 and 146: At aggregate level, the existence o
- Page 147 and 148: means for „exchanging the old for
- Page 149 and 150: Box 4: Good practice in employee ex
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- Page 153 and 154: where workers cancelled the previou
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- Page 159 and 160: severance payment in case of the 58
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- Page 163 and 164: ationalisation, and foster adaptive
- Page 165 and 166: with a health management professor
- Page 167 and 168: only limited impact (and interest)
- Page 169 and 170: those who cannot was reported by fi
- Page 171 and 172: I made out some forms of irrational
- Page 173 and 174: Another result of my studies, which
- Page 175 and 176: sections of this work. At aggregate
- Page 177 and 178: Table 20: Establishments studied in
- Page 179 and 180: 4.3.2. Overall human resource manag
- Page 181 and 182: wages, jubilee awards, or a longer
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- Page 185 and 186: education, computer literacy, knowl
epresentative or manager). However, managers usually had more information on that issue<br />
and openly talked about deficiencies in the field of further training.<br />
No large changes occurred in the field of training policy between the two interview<br />
dates. However, the qualitative panel was helpful in such cases when I included persons<br />
(either managers of works council members) who had not been interviewed in the first<br />
wave, as that completed the picture.<br />
4.2.5. Health Management and Working Conditions<br />
Public health experts differentiate between the concepts of ´health management´,<br />
´workplace health promotion´ and ´occupational safety and health´. The first one is an<br />
umbrella concept, encompassing both measures at preventing occupational accidents and<br />
diseases, minimising risky situations and improving working conditions, and preserving<br />
workability and good health by offering sports, nutrition courses and prevention of<br />
substance abuse (Badura/Ritter/Scherf 1999: 17). Health management includes a third pillar<br />
on top - ´integrated human resource management´ which understands health promotion as a<br />
mainstreaming task and aims at organisational development in the direction of a more<br />
health-conducive working environment (Oppolzer 2006: 19).<br />
´Best practice´ in health management calls for the following measures:<br />
- age-adequate working conditions;<br />
- prevention of occupational diseases, accidents and work incapacity;<br />
- promotion of a health-conscious way of life among employees;<br />
- integration of reconvalescents;<br />
- ergonomic improvement of working conditions;<br />
- observation of occupational safety rulings (Naegele/Walker 2002: 230-1).<br />
The German government attended to the subject of a healthy work environment with its<br />
programme ´humanisation of work´ already in the 1970s and 1980s. This initiative has been<br />
taken up by trade unions, e.g. NGG (Buschak 1985: 362-3). The responsibility of health<br />
funds for the implementation of health management in firms was fixed in 1988 in § 20 of<br />
the Social Code V: Statutory Health Funds. Health funds shall cooperate with the statutory<br />
accidence insurance in workplace health promotion and have earmarked funds for<br />
´occupational setting´ measures. The EC Directive on Occupational Safety and Health of<br />
1989 influenced the German system of occupational safety of 1996. Since its<br />
implementation in German law as of 1996, the new rulings demand the creation of a healthsupportive<br />
working environment considering both physical and psychical working<br />
conditions, and the coupling of behavioural and relational prevention (Oppolzer 2006: 20ff).<br />
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