Right now, we appear to have serious unemployment issues across the United States. However, it is important to also realize that every day; approximately 10,000 Americans are turning 65. Many organizations in all parts of the globe are experiencing certain shifts in their population of employees. These shifts result in workforces that are aging and are also simultaneously becoming age-diverse. This means that decision-makers and coworkers alike in every type of organization should be more aware of the capabilities and needs of their employees. Being cognizant of workers in all age groups ideally cultivates creativity and efficiency. In turn, this yields stronger and more competitive organizations.
Many researches have tracked the age variable and how it manifests itself in terms of worker’s behaviors, goals and emotions. Although there is no disagreement regarding the fact that people experience changes differently in those aspects as they age, there is some disagreement as to what are the mechanisms involved and how prominent or widespread the changes are in the workplace.
Numerous studies regarding age differences in work values and attitudes illuminate a topic that employers must stand up and pay attention to immediately. There are differences in views of aging. Developmental theorists are beginning to advocate for a more optimistic view. Some considerations employers should think about and create policy about involve proactively focusing more on the losses and detriments associated with an aging employee-base.
Relationships need to matter in the workplace. Consider the phenomena of relationships with other members of society which are often altered in quality or are even severed when people age. This gives a perception that as adults grow older, they disengage from society. There has been research that has shown that as adults age there is a decrease in the number of their social circles and these results in a greater distance from society.
Most workplaces require employees to be a functioning important member of a team. Distancing or disengagement of employees may have implications on the performance of aging adults in the workplace. This is because organizations may begin to expect that the older members of their workforce are more likely to withdraw or engage in behaviors that are counter-productive due to their disengagement. The good news is that there is research that clearly suggests that this is not really the case.
Employers may find that the aging process is associated not with disengagement, but is associated with continuity. Studies suggest that as adults age, they continue to strive for maintaining the same activities, behaviors, relationships and personalities. As they maintain these elements of their lives, older adults continue a connection with their experiences. There is empirical evidence that suggest that many aging adults are able to maintain continuity in their personal traits, steadiness with their close relationships, and intelligence. It has also been found that aging adults have a tendency to maintain their social participation following the demise of a spouse and show stability in their participation in religious activities over their lifespan.
There are also studies that have revealed that aging adults perceive themselves as being the same individual all their lives and there is also a significant stability in how they perceive specific characteristics about themselves. This also has important implications in the workplace as older adults would be more concerned with the maintenance of good relationships at work and continuing good performance in the job. It has been found that older workers have a tendency to display fewer withdrawal behaviors, continue behaviors which maintain efficiency and productivity, and display more safety behaviors.
With that said, it will be interesting to see how workplaces change with these new age dynamics. Organizations must utilize EVERY employee wisely in order to maintain competitiveness in their market.
