Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

With regard to long-term ill and handicapped workers, the legislator has obliged companies
in 2004 to examine options of overcoming work incapacity and preserving the workplace of
the impaired worker (§ 84 sect. 2 Social Code IX: Rehabilitation and Participation of
Handicapped Persons; Schubert 2006: 11). Companies with more than 19 workers are also
obliged to have at least five per cent of severely handicapped persons among their
workforce.
The 14 German firms were studied with respect to the working conditions and whether
those supported a working life until the standard retirement age (or the retirement age raised
to 67) and if there had been any improvements in terms of ergonomics or technical progress.
Another question concerned the scope of health management in the company. 47
Most of the studied firms apply (to varying degrees) measures to preserve the health of
its workforce, especially firms with a high physical workload (energy sector, metalmanufacturing).
However, on the other side, there were firms from the food manufacturing
branch which are also exposed to high physical risks, irregular working hours and high
absenteeism and accident rates (Kistler et al. 2006: 34). Therefore, the assumption can be
refuted that policy follows objective demand (with the exception of one firm with factually
high accident rates on which I have detailed data). Neither can the branch development in
economic terms serve as explanatory factor here (see Table 18 in section 4.2.6.). Rather, an
engaged works council which initiated the idea of holistic age management (with a focus on
participatory elements and on health risks of blue-collar workers) played a role in some
cases, as well productivity concerns.
Most often, the objective of health management in the studied firms is to reduce
absenteeism rates and diseases, to preserve the workability of the workforce, or to reduce
occupational accidents. Most of those goals are driven by cost-benefit considerations. This
can be both a barrier and a driving force for active ageing. A barrier it may be if pressure is
exerted on the employees to show up for work despite an illness or an injury, so as to
improve the statistics on absenteeism and work accidents, especially if accompanied with
restrictive follow-up interviews after sick leave (e.g. prevention of quality defects in Firm
DE-10 and Firm DE-13).
47 All firms in my sample which have an automated production hall and workplaces at an assembly line apply
measures to prevent work accidents as it is required by law. Also the employment of a part-time or full-time
company physician is required for large firms. Health check-ups upon recruitment and regular check-ups are
required for certain professions, as are occupational safety precautions and job-site inspections. Such measures
will therefore not be considered in the evaluation of health management in the studied firms.
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