Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

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Exit of older workers from the firm at studied location (in numbers of persons or in %) At the age of 60; 2003________________ 1995__________________ At the age of 61; 2003_________________ 1995__________________ At the age of 62; 2003_________________ 1995__________________ At the age of 63; 2003_________________ 1995__________________ At the age of 64; 2003_________________ 1995__________________ At the age of 65; 2003_________________ 1995__________________ Turnover statistics at studied location in 2003 (in numbers of persons or in %) standard old-age pension, old-age pension for women, for severely handicapped persons or seniority pension _____________ Early retirement scheme Pre-retirement scheme Disability pension Giving in one´s notice Dismissal Other pathway Collective bargaining Coverage (yes/no) Name of employers´ association Name of trade union _____________ _____________ _____________ _____________ _____________ ______________ ________ Works council in the firm (yes/no) ________ ____________________________ ____________________________ 267
Annex C: Constructing Firm Typologies Germany I constructed an index which took into account the policy of the firms with regard to recruitment, the termination of the work contract, further training, and health and integration management. Ínternalisation´ in recruitment denoted an assessment of the applicants´ aptitude for the position solely based on qualification (no case), a ´medium-internalising position´ denoted equal chances of all workers with the exception of some areas (Firm DE-1, Firm DE-9, Firm DE-11), a ´medium-externalising position´ – some chances for older applicants (Firm DE-2, Firm DE-4, Firm DE-7, Firm DE-12, Firm DE-13), and éxternalisation´ - not hiring of older persons (Firm DE-3, Firm DE-6, Firm DE-10, Firm DE-14). Ínternalisation´ in further training denoted equal access given to workers of all ages, a requirements planning/qualification plan for all workers, and a works council agreement on further training (Firm DE-3, Firm DE-10, Firm DE-12), á medium-internalising position´ - equal access to workers of all ages and a qualification plan for all workers or annual appraisal interviews in which qualification demand is also assessed (Firm DE-4, Firm DE-11), a ´medium-externalising position´- undeclared rule of access to further training, and/or measures implemented ad hoc acc. to internal demand or request by workers (Firm DE-1, Firm DE-2, Firm DE-6, Firm DE-9,), éxternalisation´- older workers excluded from further training (with the exc. of renunciation on their part), or no further training at all (no cases); Firm DE-7, Firm DE-13 and Firm DE-14 could not be assessed here and were therefore assigned a medium value. With regard to health and integration management, I assigned an ínternalisation´ value if the firm had a works council agreement on health management or workplace health promotion or a steering committee on that issue, if workers inflicted by a health impairment on the job were integrated at easier workplaces, and if the preservation of workability is a goal in the assessment of both the HRM and the WCM (with the exception of firms with workplaces suitable for work until standard retirement) (Firm DE-2, Firm DE-10, Firm DE-13), ´medium-internalising position´ – if one of those criteria was not fulfilled (Firm DE-1, Firm DE-3, Firm DE- 4, Firm DE-7, Firm DE-13, Firm DE-14), a ´medium-externalising position´ – if there are measures of behavioural prevention and ergonomic improvement of workplaces, but once work incapacity has occurred, externalisation is the preferred measure (Firm DE-6), éxternalisation´ – if health management was not pursued at the time of the study, easier workplaces were provided only in exemplary cases, and externalisation was the casual measure of dealing with impaired workers (Firm DE-9, Firm DE-11); Firm DE-12 could not be assessed and was therefore assigned a medium value. Finally, with regard to the termination of the work contract, such firms were assigned the highest value which allowed the worker to decide on the timing of exit (no cases, as all German firms had a regulation that the work contract is automatically terminated upon reaching the standard retirement age), a ´mediuminternalising position´ - firms which (with the exc. of that regulation) allowed older workers to determine the timing of exit and the form of exit and even tried to retain some older workers (Firm DE-1, Firm DE-2, Firm DE-4, Firm DE-6, Firm DE-12), a ´medium-externalising position´ – firms which were actively pushing out older workers but gave them the final decision whether to accept that offer or not; that assessment is a little biased, as only in those firms which conducted personnel reductions a thorough assessment was possible (Firm DE-10, Firm DE-11, Firm DE-13), and éxternalisation´ – firms which determined the timing of exit of older workers, whether during personnel reductions or not (Firm DE-3, Firm DE-7, Firm DE-9, Firm DE-14; see Table 18 in section 4.2.6.). The firms were assigned numerical values in each of those personnel policy fields (0 éxternalisation´; 1 / 3 - ´medium-externalising position´; 2 / 3 - ´medium internalising position´; 1 ínternalisation´). The value of the index for each firm, which can be read off from Figure 14, was computed by adding those numbers together. As a result, firms which are depicted in the area íntegration´ have values between 3 and 4, firms with on overall ´medium-internalising policies´ have reached values between 2 and 2 2 / 3 , firms with ´mediumexternalising policies´ have values between 1 and 1 2 / 3 and firms in the area éxternalisation´ have values between 0 and 2 / 3 . The values in the lines regarding the complexity of HRM policy (áge management strategy´ vs. ´muddling through´) are based on Table 16 in section 4.2.2. which visualised in how many HRM fields the studied firms are active. If the firm pursued 0 till 2 personnel policy fields with regard to older workers, it was assigned the value ´muddling through´. If it pursued 3 personnel policy fields with regard to older workers, it was assigned the value ´rather reactive orientation´, in the case of 4 personnel policy fields - ´rather strategic orientation´, and in the case of 5 or more fields - áge management strategy´. 268
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Chances and Barriers for the Prolon
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Acknowledgments I would like to tha
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Table of Contents 1. Introduction 1
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5.2. Determinants at Establishment
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List of Tables Table 1: Crucial pen
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LIST OF ABBREVIATIONS ATZ - Alterst
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older workers, and to preserve thei
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Germany and Poland were chosen as c
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under the factual minimum standards
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Figure 1: Firm-level decisions and
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Figure 2: Decisions and actions wit
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about by profit considerations in t
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concomitantly, the related opportun
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- retirement ages/age limits (Kohli
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In Poland, there exist no in-depth
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workers (´problem group´) and tre
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the view to structural factors and
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The authors sought to analyse wheth
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imposed in Germany, despite being b
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2.4. Explanations at Collective Bar
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2.5. Conclusions The depicted theor
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the development of qualitative meth
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concrete, context-based knowledge (
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I had originally intended to focus
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I chose the software MAXqda for thi
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strategy´, resp. ´muddling throug
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Figure 3: Country-specific analytic
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3.2.1. Overview of Changes in Pensi
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the early retirement scheme, and fi
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pathway, the flexible and partial p
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was utilised already since the late
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3.2.2. Overview of Changes in Labou
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criteria of what jobs are they are
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With regard to the legal and collec
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Figure 4: Inflows of men into the p
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of the average retirement age by on
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Figure 8: Employment rates of older
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Institutional changes have also had
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environment, prevention of health i
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urdens of the workforce and suggest
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ased on social insurance and their
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Moreover, “pensions of persons wo
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granted to unemployed women aged 58
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not promote a prolongation of worki
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education vouchers for workers 45+
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force had a low work ethos, low wor
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Figure 9: Annual numbers of recipie
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pensioners decreased by 41 per cent
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Figure 11: Employment rates of olde
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preferred way of exit due to easy a
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espective constituency and inhibits
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Figure 12: Fulfilment of Stockholm
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whom a separate pension system is m
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conducive towards the prolongation
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Due to the negligence in the field
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The position of older workers on th
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fact in Germany rather than in Pola
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2) the supply-side orientated inter
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Difficulties with recruitment of qu
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learning to the needs of older pers
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(Schmidt/Gatter 1997: 168), in Pola
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4.2.1. Presentation of the Studied
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Firm DE-14 Man. of Transport Equipm
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opinions by adding that similar tra
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Table 16: Focus of personnel policy
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4.2.3. Recruitment Practice Good pr
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egardless of their individual capab
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“The movements within the firm -
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epresentative or manager). However,
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The interview guideline for my firm
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tear. However, the externalisation
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publicly owned firms (Firm DE-1, Fi
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At aggregate level, the existence o
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means for „exchanging the old for
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Box 4: Good practice in employee ex
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combination of the receipt of unemp
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where workers cancelled the previou
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and the agitation by the works coun
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and on the other side, externalisat
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severance payment in case of the 58
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older workers, without further adju
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ationalisation, and foster adaptive
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with a health management professor
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only limited impact (and interest)
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those who cannot was reported by fi
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I made out some forms of irrational
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Another result of my studies, which
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sections of this work. At aggregate
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Table 20: Establishments studied in
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4.3.2. Overall human resource manag
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wages, jubilee awards, or a longer
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dominate over measures which treat
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education, computer literacy, knowl
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the recruitment practice. In the ab
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To sum up, applicants over 50 are t
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training is provided for persons
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Neither hypothesis 2A nor hypothesi
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an occupational safety inspector. B
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The internalisation strategy - job
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supported with regard to the age of
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firms have an even longer protectio
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standard retirement age, the option
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A striking feature in most firms is
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A polarisation in exit preferences
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espective improvements in several H
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That analysis evidently demonstrate
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Figure 13: Procedure of translating
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policy, as they have experience on
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each firm would be needed. From the
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working conditions). Also instituti
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of home country nationals in manage
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European corporation which is very
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Figure 14: Firm typology Firm label
Page 227 and 228: The qualitative support for the hyp
Page 229 and 230: eacted to pension reforms which sou
Page 231 and 232: Germany are more successful in prot
Page 233 and 234: older workers, but I nevertheless u
Page 235 and 236: 5. Barriers and Opportunities for P
Page 237 and 238: At firm level, the neo-classical la
Page 239 and 240: go policies´ (Schömann 2006: 135)
Page 241 and 242: differences in EU impact are visibl
Page 243 and 244: prevention does not play a role yet
Page 245 and 246: from coal heating to gas and oil, r
Page 247 and 248: innovative ideas of work-life balan
Page 249 and 250: term orientated, personnel policy r
Page 251 and 252: Badura, Bernhard; Schellschmidt, He
Page 253 and 254: Brown, Halina Szejnwald; Angel, Dav
Page 255 and 256: Dunn, Suzanne, 2005: “Effective S
Page 257 and 258: Frerichs, Frerich; Bögel, Jan (eds
Page 259 and 260: Heidenreich, Martin, 1991: "Verallg
Page 261 and 262: Kistler, E.; Ebert, A.; Guggemos, P
Page 263 and 264: Marstedt, Gerd et al., 2003: Alt we
Page 265 and 266: etrieblicher Personalpolitik und st
Page 267 and 268: Rustemeyer, Ruth, 1992: Praktisch-m
Page 269 and 270: Stettes, Oliver, 2007: Impact of Co
Page 271 and 272: Weitbrecht, Hansjörg, 2003: „Hum
Page 273 and 274: Annex A: Interview Guidelines (Exam
Page 275 and 276: early retirement scheme, freeze on
Page 277: Annex B: Short Firm Questionnaire (
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