Theoretical and some practical perspectives on age diversity and comparative age management

Kosir, Suzana; Soba, Vilma Alina

doi:10.1504/ijil.2016.079068

Cited by 9 publications

(6 citation statements)

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“…An interesting CSR initiative in the context of age management is the European CSR Europe project called "A New Perspective on Careers: How to Cope with Prolonging Active Working Lives" with the ambition to seek and promote examples of innovation that will help companies to employ people throughout their entire career in the long term. It is also important to note that CSR Europe, in collaboration with member organisations, has provided a tool to measure Age Management -LEA (Galic et al, 2019;Chand and Markova, 2019), which enables to measure, evaluate and map key human resource development processes in the area of age management (Principi and Fabbietti, 2015;Kosir and Soba, 2016;Urbancová and Hudáková, 2017). With LEA, employers get a credible picture of what measures, tools and processes need to be implemented.…”

Section: Literature Reviewmentioning

confidence: 99%

Factors influencing the setting of educational processes in the context of age management and CSR

Urbancová¹,

Vrabcová²

2020

Economics &Amp; Sociology

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Age management plays an important role in addressing the age distribution among employees in an organisation and their management as a result of the increasing share of 50+ people in the population. Organisations must inevitably adapt to this trend, and one of the objectives of age management is to cope with demographic changes. Parties involved in age management have different ambitions at different levels. At the organisational level, however, it is necessary to emphasise on the development of human potential through continuous education and labour productivity. Employee age management can be seen as part of corporate social responsibility. More and more organisations are connecting responsible business with human resource management. The article presents age management as an opportunity to link human resource development to social responsibility. The main objective of this paper is to identify the factors influencing the setting of educational processes for 50+ y.o. employees and to support the development of CSR in education. The data were obtained using quantitative research (n = 207) and then evaluated using descriptive and multivariate statistics methods. The results show that employees prefer when employers themselves suggest them participating in educational courses. The most frequently used courses are professional lectures and self-education, while the least used ones are internships in foreign branches or videoconferences.

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Section: Literature Reviewmentioning

confidence: 99%

Factors influencing the setting of educational processes in the context of age management and CSR

Urbancová¹,

Vrabcová²

2020

Economics &Amp; Sociology

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“…- Source: Dwyer and Azevedo (2016, p.284);Guérin-Marion, Manion, and Parsons (2018, p.52) Several scholars try to present the conceptual framework of intergenerational learning by defining the process and bringing forward several typologies (Babnik & Širca, 2014;Baily, 2009;Kosir & Soba, 2016;Pauget & Chauvel, 2018;Sprinkle & Urick, 2018) while others concentrate on analyzing how and why is intergenerational learning occurring in the organizational environment (Harvey, 2012;Kuyken, Ebrahimi, & Saives, 2018;Urick, 2017;Ypsilanti, Vivas, Räisänen, Viitala, Ijäs, & Ropes, 2014). The former describes intergenerational learning as an unconscious process and makes the distinction among four types of intergenerational learning, taking into account the form of interaction and the type of content that is shared; according to Brucknerova and Novotny (2017), the main Intergenerational Learning -a Topic of Discussion or a Reality?…”

Section: Table 1 Comparative Analysis Of the Baby Boomers Generation ...mentioning

confidence: 99%

Intergenerational Learning - a Topic of Discussion or a Reality? Taking a Closer Look at the Academics

Leon

2020

Management Dynamics in the Knowledge Economy

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In the current sharing economy, intergenerational learning is seen as a solution to the aging society phenomenon. Nevertheless, this field is still in an embryonic stage of development and most studies are either conceptual or based on a qualitative approach. This research concentrates on the academics who analyze the concept of “intergenerational learning” to determine whether they are treating this issue as a research topic or they are actively supporting the process in their daily activity. To achieve this goal, the qualitative and quantitative approaches are combined and a multi-stage research strategy is employed. The latter is dominated by an inductive character which is reflected by the fact that the focus is on analyzing previously researched phenomena from a different perspective. Thus, a documentary study that focuses on the articles published on SCOPUS and Web of Science, during 2008 – 2019, is combined with social network analysis, and the relationships established among the academics are emphasized. The results bring forward that: (i) most academics come from Europe and North America, and they share their knowledge with those who work on the same continent; (ii) most studies regarding intergenerational learning represent the result of the cooperation established between the members of Generation X and Generation Y; and (iii) through intergenerational cooperation, the academics share knowledge regarding education sciences, knowledge management, and human resource management. The results have both theoretical and practical implications. On the one hand, they extend the literature on intergenerational learning by providing an empirical analysis of the intergenerational knowledge flows that are shared among the academics. On the other hand, they ensure the policy-makers that the concept of intergenerational learning is approached from a multi-criteria perspective and it proves that mixed-aged teams are a viable solution for encouraging intergenerational learning.

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“…It takes into account the current demographic conditions and age categories of employees in order to fulfil the organization's goals [9], [10], [11]. The decision whether to apply diversity or directly age management is the responsibility of individual organizations with regard to demographic development and the current situation on the labour market, as well as migration [8], [12]. At the same time, age affects the willingness to adopt new technologies [13], [14], which plays a significant role in a digitizationdependent era.…”

Section: Introductionmentioning

confidence: 99%

An Individual Approach to Employees as a Key Success and Sustainability of an Organization: Quality and Functional Age Strategy

Vrabcová¹,

Urbancová²,

Rokosová³

et al. 2022

TEM Journal

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The main goal is to find out the attitude of the organizations in age diversity regarding the personal work plans of the employees, the policy of the organization and selected identification variables. The data was obtained based on quantitative research and focus groups. The results showed that although company managers are aware of the problem of age strategy and have a friendly attitude towards the age of their employees, most of the surveyed organizations do not have an age strategy included in the organization's policy, and the age strategy is usually not part of the employees' personal work plans.

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Theoretical and some practical perspectives on age diversity and comparative age management

Cited by 9 publications

References 0 publications

Factors influencing the setting of educational processes in the context of age management and CSR

Factors influencing the setting of educational processes in the context of age management and CSR

Intergenerational Learning - a Topic of Discussion or a Reality? Taking a Closer Look at the Academics

An Individual Approach to Employees as a Key Success and Sustainability of an Organization: Quality and Functional Age Strategy

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