Probing the Future of Mandatory Retirement in Canada

Ibbott, Peter; Kerr, Donald; Beaujot, Roderic

doi:10.1353/cja.2006.0036

Cited by 12 publications

(15 citation statements)

References 22 publications

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“…If Gunderson (2003) and Ibbott, Kerr and Beaujot (2006) are correct in their assessment of mandatory retirement as part of an existing implicit HR compensation and retention strategy, then its elimination could have a significant impact on future HR strategy and result in some serious intergenerational conflict. The elimination of mandatory retirement creates some real dilemmas in the transition from work to retirement that deserve further analysis.…”

Section: Discussionmentioning

confidence: 99%

“…Thus, Ontario joins the three other jurisdictions in Canada that have banned mandatory retirement: Manitoba and Quebec which abolished mandatory retirement in 1982 and 1983, respectively, and the federal government which voluntarily eliminated mandatory retirement in the federal civil service in 1986 (Gunderson, 2003;Shannon and Grierson, 2004). Saskatchewan has announced plans to do the same and the Federal Government, through previous Prime Minister Martin, has clearly set the scene for its eventual disappearance (Ibbott, Kerr and Beaujot, 2006).…”

Section: Mandatory Retirement In Ontario-overviewmentioning

confidence: 99%

“…The aging of the Canadian population has changed the age distribution of the Canadian labour force toward older workers (Agarwal, 1998;Ibbott, Kerr and Beaujot, 2006). At the same time, there has been a slow-down in the growth of the working-age population.…”

Section: Forces Influencing the Elimination Of Mandatory Retirement Imentioning

confidence: 99%

“…Ibbott, Kerr and Beaujot (2006) noted that the evidence regarding the extent to which workers may prefer to continue working yet are forced to retire is very limited and increasingly dated. They also contended that other forces, such as incentives and reasons for exiting the labour force before the age of 65, will override any change in retirement policy.…”

Section: Impact Of Banning Mandatory Retirement-the Evidencementioning

confidence: 99%

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The HR Management Perspective on the Elimination of Mandatory Retirement in Ontario

Templer¹,

Armstrong‐Stassen²

2008

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Effective as of December, 2006, an end to mandatory retirement was legislated in Ontario. Prior to this move, some employers and labour organizations were opposed to eliminating mandatory retirement and expressed concern about the negative impact such a move would have on business and on individual workers. This exploratory descriptive study examines HR managers’ (N = 415) perceptions of the impact of the elimination of mandatory retirement in Ontario. Compared with HR managers in organizations not practicing mandatory retirement, HR managers in organizations with a mandatory retirement policy reported their organization had significantly fewer HR practices in place tailored to older employees and would be significantly more likely to respond to the elimination of mandatory retirement by implementing new HR practices or by modifying existing HR practices.Dans le passé, la retraite obligatoire était un aspect accepté de la réalité des ressources humaines (RH), associé à un contrat de travail implicite à l’intérieur duquel les travailleurs plus jeunes voulaient bien différer les bénéfices d’une rémunération immédiate et attendre les emplois disponibles suite aux prises de retraite prévues. De plus, plusieurs entreprises avaient retenu des modèles de dépréciation du capital humain faisant en sorte que la valeur des employés atteigne son sommet tôt dans la carrière pour diminuer graduellement tout au long de la carrière. Les perspectives des étapes de la carrière au sein de ce modèle affichaient habituellement une corrélation entre l’âge chronologique et des « stades » particuliers, impliquant une phase de cheminement finale, au sein de laquelle les attentes de performance diminuée étaient acceptées en retenant l’hypothèse d’une date fixe de retraite. De plus, la pratique de la retraite obligatoire était tenue pour acquise dans l’exercice de planification des systèmes de rémunération et d’avantages sociaux s’appliquant aux salariés. Par opposition, le modèle de maintien en emploi des ressources humaines considère tous les salariés comme des actifs renouvelables dans lesquels il est valable d’investir tout au long de leur carrière dans l’entreprise et, par conséquent, il ne comporte pas d’âge déterminé pour la retraite.La mise en oeuvre d’une loi interdisant la retraite obligatoire en Ontario a changé la situation de l’emploi et soulève la question suivante : comment les gestionnaires des ressources humaines perçoivent-ils ce changement et quels résultats leurs entreprises cherchent-elles à atteindre dans leur effort de planification des RH ? Cet essai fait état des conclusions d’une étude réalisée en 2005, qui cherchait à identifier la manière dont ces gestionnaires (N = 415), à l’emploi d’une panoplie d’organisations de cette province, envisageaient la suppression imminente de la retraite obligatoire et l’effet qu’une telle action aurait sur leur entreprise. Cette étude se veut une coupe instantanée des intentions des entreprises de l’Ontario, au moment où on s’apprêtait à mettre en vigueur la loi prohibant la retra...

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Section: Discussionmentioning

confidence: 99%

Section: Mandatory Retirement In Ontario-overviewmentioning

confidence: 99%

Section: Forces Influencing the Elimination Of Mandatory Retirement Imentioning

confidence: 99%

Section: Impact Of Banning Mandatory Retirement-the Evidencementioning

confidence: 99%

See 2 more Smart Citations

The HR Management Perspective on the Elimination of Mandatory Retirement in Ontario

Templer¹,

Armstrong‐Stassen²

2008

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“…Mandatory retirement, which stipulates an age-mandated end to employment, has elicited considerable condemnation as an exceptional example of age discrimination that has been well documented in many quarters (Gillin & Klassen, 1995, 2005Ibbott, Kerr, & Beaujot, 2006;Klassen & Gillin, 1999;Lowe, 1991). The attacks on mandatory retirement are all based on some form of negative bias against older adults.…”

Section: Industrializationmentioning

confidence: 99%

The Evolution of Retirement as Systematic Ageism

McDonald

2012

Ageism and Mistreatment of Older Workers

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The Evolution of Retirement as Systematic Ageism Lynn McDonaldQuestions that people ask, when they hear that mandatory retirement has been repealing include: will people be forced to toil longer to stay financially healthy? Will they change careers later in life to keep their interest in a subject or explore new interests? How will working longer affect their health? How will much older people affect the ambitions and working styles of younger colleagues? Will companies have to change their health and benefit plans to accommodate older people? This chapter discusses implications for both individuals and companies about hiring/retaining workers beyond the mandatory retirement age including differences in power relationships that place older workers who love and want to stay in their job in a compromised position. Issues related to international political economy will be addressed.Un certain nombre de questions reviennent souvent, quand les gens entendent que le départ à la retraite obligatoire a été supprimé: Vont-ils être obligés de travailler plus longtemps pour s'assurer de rester en bonne santé financière? Vont-ils devoir changer de carrière plus tard pour maintenir leur intérêt dans leur domaine professionnel ou devrontils explorer de nouveaux intérêts? Comment travailler plus longtemps affectera leur santé? Quelles incidences auront les travailleurs beaucoup plus âgés sur les ambitions et le style de travail de leurs collègues plus jeunes? Est-ce que les entreprises devront modifier leur plan de santé et régimes de retraite pour accueillir les personnes âgées? Ce chapitre examine les implications au niveau des travailleurs et des entreprises sur la politique d'embauche / rétention des travailleurs au-delà de l'âge de la retraite obligatoire, y compris les différences en terme de position de pouvoir qui placent les travailleurs âgés qui aiment et veulent maintenir leur emploi dans une position de compromis. Des questions liées à l'économie politique mondiale seront aussi abordées.

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Ageism and Mistreatment of Older Workers

Brownell¹,

Kelly²

2013

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Probing the Future of Mandatory Retirement in Canada

Cited by 12 publications

References 22 publications

The HR Management Perspective on the Elimination of Mandatory Retirement in Ontario

The HR Management Perspective on the Elimination of Mandatory Retirement in Ontario

The Evolution of Retirement as Systematic Ageism

Ageism and Mistreatment of Older Workers

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