Managing the Ageing Workforce Report

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Introduction

The number of elderly workers in business organisations is on the rise. Institutions that want to maximise the productivity of this workforce must use adequate performance management practices and strategies. Failure to consider such policies and practices will affect the level of profitability. The selected organisation is a public health care provider that has over ten thousand employees. One interesting aspect of the institution is that around 50 per cent of its employees are categorised as elderly. Statistics indicate that the number of elderly employees in different sectors has increased by over 40 per cent (Deller 2015). The organisation is characterised by a hierarchical leadership structure that has been observed to affect the performance of some of the employees. The information was obtained after completing a research study characterised by the use of a focus group. The findings are used to present appropriate suggestions that can be implemented to transform the situation.

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Performance Management Practices for the Ageing Workforce

Successful organisations implement powerful policies and procedures to ensure the needs of different elderly workers are taken into consideration (Deller 2015). The members of the focus group revealed that the organisation followed the existing laws and employment policies in the country. For instance, the institution was granting annual leaves and public holidays to its workers. The ageing workers benefited from the work-life balance arrangements supported by such policies. This practice makes it easier for the elderly employees to relax, exercise and engage in self-reflection. These aspects can re-energise elderly workers and make it possible for them to achieve their professionals and personal aims.

Additionally, the country has instituted a number of laws to regulate financial retirement plans. The respondents indicated that they were allowed to buy five years of service in advance. Retirees were receiving 80 per cent of their basic salaries. They indicated that the mandatory retirement age was 55. However, the majority of the respondents revealed that they would retire much earlier in an attempt to lead better lives and get adequate time to take care of their families. The members of the group acknowledged that their institution was not undertaking or implementing adequate policies to ensure the needs of the ageing workforce were addressed. Ciutiene and Railaite (2014) argue that such kind of gap can make it impossible for workers to become empowered or realise their potential.

Performance management policies are usually used as guidelines to come up with plans for empowering different groups of workers (Deller 2015). Such policies must be considered by different stakeholders to maximise the outcomes and achievements of the targeted workers. The interviewees indicated clearly that the health care organisation had failed to develop adequate policies that could be followed by supervisors and leaders. Performance planning was lacking since the employees were not supposed to collaborate with their supervisors to establish the most appropriate results or standards of practice. The absence of a documented policy explained why the respondents were planning to apply for early retirement.

The performance management practices implemented in the health care facility were inappropriate since they could not support the goals and needs of different elderly workers. To begin with, one of the members was working as a supervisor. Unfortunately, the respondent indicated that the institution was not providing adequate freedom to them. This situation made it hard for workers to make meaningful decisions and pursue their responsibilities efficiently. Despite being part of the ageing workforce, the supervisor did not have the required authority to monitor the performance of his followers or empower them. The nature of bureaucracy was making it impossible for all the five members to act independently and deliver high-quality medical care to their patients. Bureaucratic organisations find it hard to empower their workers (Ciutiene & Railaite 2014). They were not mentored to become independent and focus on the best care delivery models.

The leaders presented strict rules that were to be followed by every person. This practice was applied in every working unit. The ageing workforce was unable to embrace the best practices such as creativity, innovation and decision making. The individuals felt ignored and incapable of pursuing their aims. Such malpractices can result in boredom and ineffectiveness within an organisation (Kooij et al. 2013). Such challenges were making it impossible for most of the elderly workers to focus on the facility’s mission.

The healthcare organisation had not created appropriate mechanisms to encourage most of these elderly employees to engage in various social activities. The absence of such activities can catalyse an ineffective workplace culture that fails to support the needs of different employees (Ciutiene & Railaite 2014). The programs undertaken in the institution were pursued by those in senior-most positions. The elderly were left behind throughout such projects. This gap explains why the respondents suggested the need for appropriate activities in an attempt to maximise their performance and empower them to focus on greater roles.

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The organisation did not offer adequate support to employees after joining the workforce. Kooij et al. (2013) acknowledge that line managers in an organisation should support new workers after they are recruited. Continuous empowerment and guidance should also be undertaken to empower new employees. These best practices encourage employees to develop apposite models and behaviours that can deliver positive outcomes. In this organisation, the line manager was not empowered to support the ageing workforce. This issue emerged due to the existing nature of centralisation. The situation made it impossible for many elderly workers to receive timely approvals or updates about their performance abilities.

The hurdles making it impossible for the employees to achieve the best outcomes were not discussed by the leaders. This situation made it impossible for the performance needs of the workers to be taken seriously. Most of the changes such as the need to use modern technologies were not communicated adequately to the employees. Such concerns can discourage aged workers and affect their performance capabilities (Ciutiene & Railaite 2014). They felt disengaged and incapable of improving their skills.

The results of the study indicated that the institution lacked desirable practices to motivate the ageing workforce. It was observed that the organisation was not providing adequate promotions or opportunities to members of this workforce. Consequently, they became unhappy and incapable of focusing on higher goals in the institution. The institution was observed to promote young workers who were yet to acquire advanced skills. The respondents indicated clearly that the organisation was promoting young workers based on connections. The issue of qualifications did not matter at all. This malpractice amounts to discrimination in any given institution (Ciutiene & Railaite 2014). The study also revealed that most of the workers were treated with respect and reasonable working hours. However, the absence of appropriate performance appraisals and lack of promotions discouraged most of the elderly employees.

Training opportunities guide workers to develop better models and deliver timely results in their organisations (Kooij et al. 2013). Companies that use appropriate measures to train their elderly employees tend to record positive results much faster. This happens to be the case because the training opportunities equip more workers with superior skills that can be matched with their job experiences (Lytle, Foley & Cotter 2015). The leaders in the identified institution understood clearly that training was an essential practice capable of supporting the performance of different workers. However, training opportunities were only linked to the development plan. The leaders used training sessions to deliver theoretical concepts to the young and elderly workers. According to the interviewees, such training methods were incapable of promoting the practice. Consequently, the workers were unable to pursue their objectives in the working environment.

Because of such issues and malpractices, the respondents wanted to retire before the age of 50. This decision can be appropriate to ensure elderly workers take care of their families (Ciutiene & Railaite 2014). Some of them were willing to become life trainers or start their own businesses. These feedbacks show conclusively that the level of performance improvement in the organisation was below average. They were ready to take up new roles that would offer opportunities for growth and personal fulfilment.

The findings obtained from this study indicate that the institution has not implemented adequate measures and policies to maximise the performance of the ageing workforce. The first causal factor is the existence of a hierarchal leadership model. This approach makes it impossible for elderly workers to become creative and embrace new ideas that can ensure quality services are available to more patients. A change in this kind of organisational structure is recommended to ensure new behaviours are developed (Ciutiene & Railaite 2014). With a shared governance structure, more workers (both the elderly and the young) would be empowered and guided to take up diverse roles. The ageing workforce will be recognised and supported to achieve their potential.

A strategic action plan is needed to support every elderly worker in the organisation. The first stage should be to implement appropriate policies and practices that can address the unique challenges affecting members of this workforce. For instance, training programs should be designed in such a way that they equip elderly employees with practical skills that can be applied in the working environment. Maslow’s hierarchy of needs is a theory that supports the provision of adequate resources and promotions. Elderly workers should have their spiritual, mental, and physical needs addressed (Lytle, Foley & Cotter 2015). This kind of empowerment can be achieved using competitive salaries, health insurance covers, rewards, and training programs.

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The second stage is the use of performance management practices to support every employee (Ciutiene & Railaite 2014). The targeted workers will be supported, empowered, trained and promoted depending on their competencies (Lytle, Foley & Cotter 2015). They will also be supported without any form of favouritism. Work-life balance should also be taken seriously to ensure the workers are willing to offer superior services.

Since elderly employees require appropriate support, the implementation of better practices is something that can make a difference in this institution (Deller 2015). More employees will be empowered and eventually realise their potential. If the presented recommendations are implemented, the organisation will identify superior performance practices and policies that can transform the efficiency of its ageing workforce.

Reference List

Ciutiene, R & Railaite, R 2014, ‘Challenges of managing an ageing workforce’, Procedia – Social and Behavioural Sciences, vol. 156, no. 1, pp. 68-73.

Deller, J 2015, ‘Aging, workforce development, and training for older workers in Germany’, Public Policy & Aging Report, vol. 25, no. 4, pp. 132-135.

Kooij, DT, Guest, DE, Clinton, M, Knight, T, Jansen, P & Dikkers, JS 2013, ‘How the impact of HR practices on employee well-being and performance changes with age’, Human Resource Management Journal, vol. 23, no. 1, pp. 18-35.

Lytle, MC, Foley, PF & Cotter, EW 2015, ‘Career and retirement theories: relevance for older workers across cultures’, Journal of Career Development, vol. 42, no. 3, pp. 185-198.

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IvyPanda. 2022. "Managing the Ageing Workforce." May 7, 2022. https://ivypanda.com/essays/ageing-workforce/.

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