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The Encore Craeeer Case Study

The workforce is aging, with a significant increase in individuals over 55 due to improved longevity and changes in retirement policies. Despite their capabilities, older workers face age discrimination based on stereotypes about job performance and adaptability, which research contradicts. Organizations can combat age discrimination through sound management practices, including clear communication and consistent policies, to ensure fair treatment for all employees regardless of age.

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17 views1 page

The Encore Craeeer Case Study

The workforce is aging, with a significant increase in individuals over 55 due to improved longevity and changes in retirement policies. Despite their capabilities, older workers face age discrimination based on stereotypes about job performance and adaptability, which research contradicts. Organizations can combat age discrimination through sound management practices, including clear communication and consistent policies, to ensure fair treatment for all employees regardless of age.

Uploaded by

mirzamahira
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Case Incident: The Encore Career

Over the past century, the average age of the workforce has continually increased as medical
science continues to enhance longevity and vitality. The fastest-growing segment of the
workforce is individuals over the age of 55. Recent medical research is exploring techniques that
could extend human life to 100 years or more. In addition, the combination of laws prohibiting
age discrimination and elimination of defined-benefit pension plans means that many individuals
continue to work well past the traditional age of retirement. Unfortunately, older workers face a
variety of discriminatory attitudes in the workplace. Researchers scanned more than 100
publications on age discrimination to determine what types of age stereotypes were most
prevalent across studies. They found that stereotypes suggested job performance declined with
age, counter to empirical evidence presented earlier in this chapter that relationships between age
and core task performance are essentially nil. Stereotypes also suggest that older workers are less
adaptable, less flexible, and incapable of learning new concepts. Research, on the other hand,
suggests they are capable of learning and adapting to new situations when these are framed
appropriately.
Organizations can take steps to limit age discrimination and ensure that employees are treated
fairly regardless of age. Many of the techniques to limit age discrimination come down to
fundamentally sound management practices relevant for all employees: set clear expectations for
performance, deal with problems directly, communicate with workers frequently, and follow
clear policies and procedures consistently. In particular, management professionals note that
clarity and consistency can help ensure all employees are treated equally regardless of age.
Questions
1. What changes in employment relationships are likely to occur as the population ages?
2. Do you think increasing age diversity will create new challenges for managers? What types of
challenges do you expect will be most profound?
3. How can organizations cope with differences related to age discrimination in the workplace?
4. What types of policies might lead to charges of age discrimination, and how can they be
changed to eliminate these problems?

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