Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

quite frequent among actors at firm level in Poland, thus limiting their willingness and
ability to recognise the productivity potential of older workers. And fifthly, the motive
behind the introduction of early exit options were different in both countries. In Germany,
the motive behind the introduction of the ´flexible retirement age´ was humanisation of
work and labour-supply reduction was only a side-effect (Ebbinghaus 2002: 350). That may
explain the larger interest in health management in German firms. In Poland, in contrast, the
motive behind the introduction of early retirement pensions for certain professions (and,
later, pre-retirement benefits and allowances) was ensuring loyalty of workers and labour
supply reduction.
In the long term, I except some degree of convergence with regard to the integrative
character of personnel policy towards older workers in both countries. Drivers for this
change will be in my opinion the spread of foreign management practice in Polish firms, the
impact of EU legislation, the demographic change, the fact that more persons will retire
under the new pension system, and the faster economic growth in Poland. Although that
does not automatically entail the introduction of age management strategies in Polish
companies, already a long-term orientated and holistic HRM policy will have in my eyes a
positive impact on their integration and retention. Admittedly, the variables ´stage of
development of HRM strategy´ and ´direction of personnel policy towards older workers´
are not significantly correlated (see values below Table 19 and Table 23), and also ad hoc
personnel policy solutions when dealing with older workers can have an integrative
character – e.g. as can be found in small or mid-sized family businesses or owner-managed
firms (Benedix et al. 2007: 49). However, such policies have a time-limited effect and may
fall prey to a change in management or ownership. Only long-term orientated strategies and
their codification in company agreements between the management and employee
representatives create a reliable basis for the sustainable integration of older workers on the
job, and create enforceable entitlements (e.g. to a certain amount of further training per
year).
Hypothesis 7 was supported in the case of Germany and was difficult to test in the case
of Poland. When observing cross-national differences, it becomes apparent that union
pluralism – which is the case in Polish firms – moves them towards more radical positions
vis-à-vis management in order to secure their respective constituency and inhibits the
coordination and pushing through of interests (Keller 1999: 30-31). Works councils in
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