Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

Neither hypothesis 2A nor hypothesis 2B can be supported with regard to the training
policy of the 17 Polish firms, as no uniform pattern has emerged – some firms pursue a
differential training policy and exclude workers from it on grounds of age (but also on
grounds of the job profile), and some apply an equal training policy for all workers.
As further training policy bears in Poland no signs of ´age management´ (e.g., there are
no special training courses for older workers), hypothesis 3 (see section 2.2.) cannot be
assessed. If solely the equal access of older workers to further vocational training is
considered, then a test of the hypothesis is not possible with regard to the independent
variable ´age of the workforce´ because of too little variation and incomplete information
on the dependent variable. (There are only three ´old´ firms – see Table 22 in section 4.3.6.,
and for two of them, I lack information on the rules of access to further training). With
regard to the economic position of the firm, there are mixed results, therefore hypothesis 3
is not supported.
It can be concluded that in distinction to recruitment policy in Polish firms, there is
heterogeneity in training policy towards older workers. The economic position of the firm
does not play a role for the inclusion of older workers in in-service training. However, the
general goal of cost containment inhibits training investments. Therefore, most firms
neglect long-term investment in the qualificatory potential of workers, with the exception of
´high potentials´; career development is also restricted (if there is any) to this group. There
were also a few cases of ageism with regard to access criteria to further training – in
distinction to Germany, where the denial of further training to older workers was usually
accounted for by their (whether perceived or actual) low learning motivation.
Blue-collar workers are, regarding to relations of some trade unionists, the most
disadvantaged group with regard to the provision of further training. In general, shop
stewards were more critical than managers of deficiencies in the field of further training.
Several trade unionists and also managers reported that the status of further training had
been higher under communism, inter al. due to the absence of profitability orientation.
Foreign ownership companies invest more in further training, although that does not
automatically entail higher participation rates of older workers. Those firms also value
“versatility” of employees in the form of multiple competences, as well as know-how
transfer. That strengthens the position of older workers – there are firms which strive to
retain experienced older workers or re-hire them on short-term contracts.
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