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date: 18 January 2020

Abstract and Keywords

Global aging of the workforce means that the human resource management landscape of tomorrow will be vastly different and more challenging than it is today. This chapter examines the aging workforce from an individual worker, organization, and societal perspective. It includes the latest thinking and research on physical attributes, cognitive abilities, knowledge, personality traits, and motivation, as they relate to aging. In addition, we discuss organizational norms and culture, age stereotyping, and age discrimination, as well as strategies for recruiting and hiring older workers, and job design and redesign to accommodate the effects of aging. The chapter also examines strategies for: training throughout the career life cycle; flexible work alternatives; developing employee benefit programs in ways that are attractive to older workers; and linking employee retention programs directly to knowledge retention tactics. A longer term human resource (HR) perspective for an aging workforce is also included by examining career planning and career management, succession planning, long-range workforce planning, and retirement planning. The chapter concludes with an agenda for where research and application should be directed in the future to address issues of an aging workforce.

Keywords: global aging, aging workforce, cognitive and non-cognitive abilities, job performance, age bias, flexible work alternatives, career management, retirement

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