The management of an ageing workforce: organisational policies in Germany and Britain

Heike Schroder, Michael Muller-Camen, Matthew Flynn

Research output: Contribution to journalArticlepeer-review

18 Citations (Scopus)

Abstract

Demographic change as well as pressure from the European Union and national government are forcing organisations to change age-discriminatory HRM approaches. Based on a qualitative analysis of eight British and German organisations, we found that commitment, scope, coverage and implementation of age management differ due to country-specific institutions, particularly government, in nudging employers and unions to preferred age practices. This confirms the path dependency concept suggested by institutional theory. Nevertheless, we also found that industry-specific factors mediate the implementation of age management, leading to some convergence across countries. This indicates that organisations deviate from the institutional path to implement practices that they deem important.
Original languageEnglish
Pages (from-to)394–409
Number of pages16
JournalHuman Resource Management Journal
Volume24
Issue number4
Early online date25 Jun 2014
DOIs
Publication statusPublished - Nov 2014

Keywords

  • Age Management
  • Qualitative Research
  • case study
  • Germany
  • Britain

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