问题详情

The workplace for older adults is becoming a dynamic space rather than a unidirectional journey leading to retirement. The new older worker is developing a third stage of working life, the period beyond the traditional retirement age and final .disengagement from the work role.
The third age of life has been associated with choice, personal fulfillment, and liberation. Workplaces are searching for ways to increase productivity, older workers are asking for in: creased career development opportunities and yet are still neglected by most workplaces. We are going to discuss some of the misconceptions about older workers and the reality of a more active and involved older adult workforce.
There appears to be considerable variation in the concept of "older worker" as defined by age alone. The term "older worker" extends from 40 to 75 years of age. The concept of older worker encompasses different ages depending on the purpose of the organization as well as the needs of the worker. Age alone may not be a defining characteristic of an older worker. Per, haps becoming an older worker is more situational than chronological(按年代顺序排列的).
Retirement for future older workers is becoming an outdated notion. From a societal perspective, the issue has changed from assisting older workers to retire and use leisure time to retaining and recruiting older workers. Recruitment and retention will become a key policy issue to satisfy the increasing demands for productivity, worker shortages, and retaining corporate knowledge. From a national policy perspective, increasing work life eases the social security burden, and requires programs for reemployment and continued employment of older workers. In the future, retirement will be interspersed with older workers cycling in and out of periods of active employment. Work will become an integral part of living. In the future, baby boomers may not be able to retire due to frequent job changes, underemployment, and not having acquired a consistent retirement package such as one might earn over a working life in a one-career job.
Organizations are experiencing an attitudinal shift, seeing the value and importance of training older workers. During the past decade, advocates concentrated on convincing employers that older workers are capable of learning. Today, advocates are demonstrating that with training to maintain, enhance, or update skills, older workers are contributing to organizational productivity and may even surpass younger workers in reliability and consistency. By implementing ecological changes in training and workplace design, the productivity of older adults can be enhanced. Older adults are now viewed as assets in terms of work ethic, reliability, accuracy, and stability. However, myths about aging still arc present and some workplace supervisors(监督者)still are unsure that hiring older workers is a sound investment. Older Workers are also asking more of the workplace and asserting their right to make decisions to return or remain in the workplace based on availability of training, need to be engaged, or desire to develop a second career. Older workers are becoming entrepreneurs, beginning new businesses and hiring other older workers. Managers are advised to create meaningful work and to consider the role of work in the lifestyle. of an older adult.
There is a trend toward providing increasing career development opportunities for older workers. Career development programs for older adults are a worthwhile societal investment. Community colleges and community agencies are taking a role in providing advocacy for employment, counseling, and development of new workplace skills. Partnerships among community agencies, educational institutions, and employers are suggested as an integrated approach to retraining and for providing reentry for older workers. The continued skill development of older workers can provide workplaces wi
A．Y
B．N
C．NG