In advanced and developing economies, ageing populations and low birth rates are emphasising the need for retaining and sustaining competent older workers. This paper examines policy and practice implications from the contradictory accounts directed towards those workers aged over 44 years whom are usually classified as "older workers". It focuses on a key and paradoxical impediment in the retention of these workers in labour forces. That is, despite their increasing dependence on older workers, employers often position them as 'last resort' employees, hence inhibiting their access to employment, and the kinds of developmental opportunities and advancements afforded other categories of workers. Yet, in contrast, many older workers report being competent in their work; a view that is supported by other evidence. Using Australia as a case study, this paper argues that policies and practices to retain and sustain workers over 45 need to de-emphasise the term 'older workers' and reconsider how workplace environments and government policies, as well as practices by workers themselves, might pursue longer and more productive working lives for those aged over 45. It seeks to elaborate the paradox of the (under)valuing of older workers' contributions and provide direction for retaining and supporting the ongoing employability of these workers. It concludes by proposing that government, industry bodies and sector councils that seek to change employer attitudes will likely require a dual process comprising both engagement with older workers and a balanced appraisal of their worth. Alone, subsidies and/or mandation may well serve to entrench age bias without measures to redress that bias through a systematic appraisal of their current and potential contributions. In addition, to support this transformation of bias and sustain their employability, older workers will likely need to exercise greater agency in their work and learning. Retaining older workers and sustaining their workplace competence Countries with both advanced industrial and developing economies are facing significant public policy challenges arising from the changing demographics within their populations. In particular, the preponderance of older workers and relative shortage of new workforce entrants is skewing upwards the median age of national workforces. This situation has a series of implications for governments of these countries, including the difficulty of sustaining an adequate provision of welfare (e.g. health provisions and pensions), the capacity for aging workforces to produce goods and services that are competitive on the global market (i.e. exportable, but also import competitive), and having an adequately skilled workforce that can address changing social goals (e.g. provision of aged care). As a consequence, it is likely that many, if not all, countries with advanced industrial economies will need to retain the service of workers and sustain their employability beyond existing retirement ages. The focus on employability will include finding w...

Workplaces, managers and employers who are seeking to maintain the standing, capacities and productivity of their workplaces are now facing two crucial facts: (a) an ageing workforce and (b) all workers, regardless of age, need to adapt to the changing requirements for workplace performance. These facts mean that managers and supervisors need to confront issues found in the changing demographics of their own workforce. That is, as the portion of workforces aged over  years (i.e. older workers) increases, it is these workers who are available to be employed, and supported in sustaining their ongoing employability. To address these issues requires understanding of particular workers' capacities and aspirations and then acting to develop further their capacities based on new understanding, and rebutting social sentiments about these workers that are often value-laden, contradictory and biased. The case here is made through drawing on literature and analyses of interview data of Australian managers of older workers, that the current logic of management relies upon deeply held and widely shared beliefs of age-blind meritocracy and equal opportunity rather than informed views.KEY WORDSmanagers' attitudes and practices, older workers, education and training, employability, human resource policy, meritocracy. Managers and older workersDecision-making by employers and workplace managers is central to the kinds of opportunities provided for older workers' employment, advancement and further development: that is, their employability. In the upsurge of discussion, policy and research about ageing populations across the world,

Purpose -Advancing knowledge about effectively managing the ageing workforce and ensuring economic sustainability for a growing retired cohort is a recognised priority for organisational health researchers, employers and governments. The purpose of this paper is to test social perceptions that older workers' cognitive performance and job attitudes compare adversely to their younger colleagues. Design/methodology/approach -The research assessed samples of older and younger workers in objective tests of cognitive abilities and subjective job attitudes. An opportunity sampling method was employed to recruit a heterogeneous group of participants in Australia (n ¼ 172). Findings -No significant differences in cognitive ability between the groups were identified; older workers were as cognitively skilled for their job as their younger colleagues. No significant group difference for perceptions of social support, job commitment, job satisfaction or turnover intentions was identified.Research limitations/implications -The cross-sectional research design adopted by this research prevented a more detailed examination of the data in terms of causal relationships. While the cognitive testing provided objective rather than subjective data and, therefore, is not as susceptible to response biases such as common method variance, the small sample who undertook the cognitive testing is acknowledged as a research limitation. Social implications -This research has implications for the reduction in unemployment of older workers and directly addresses the social issues of an ageing labour force. Originality/value -The paper demonstrates that stereotypical assumptions concerning inadequate performance and low job commitment commonly attributed to older workers are not in fact indicative of all ageing employees.

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