Training And Its Impact On The Job Performance Of Older Employees
Table of Contents
Table of Contents2
CHAPTER I3
Introduction3
Background of The Study3
Purpose of the present research4
Research Question4
CHAPTER II5
Review of Related Literature5
Introduction5
HRD strategy and small-medium enterprises6
HRD practices and SMEs10
Training, development and education: some suggestions for SMEs11
Workforce diversity management: challenges and opportunities in HRD for SMEs13
Older employees and Baby Boomers16
Generation X and Generation Y19
Blending different generations in the workplace - some suggestions for SMEs22
Adopting a targeted approach24
Renewing critical skills25
Offering new challenges26
Integrating training into recruitment27
The key development issues28
CHAPTER III30
Method30
Study 1. Participants and procedure30
Measures30
CHAPTER IV32
Results32
Effectiveness in recruiting and retaining older workers32
Training and development practices32
Study 2. Participants and procedure33
Measures34
Results35
Effectiveness in recruiting and retaining older workers35
Training and development practices36
Reasons for not engaging in the HR practices37
CHAPTER V38
Discussion38
The aging workforce issue38
Training-related HR practices38
Implications40
CHAPTER VI42
Conclusion42
References45
CHAPTER I
Introduction
The workforce is aging in all industrialized nations, but particularly in those nations with a relatively large baby boom generation. This process is especially noticeable in Canada, which is distinguished by the relatively large size of a baby boom generation growing steadily older (Statistics Canada, 2003). Over the next ten years, the 55- to 64-year age group in Canada will increase by more than 50 percent, largely due to the entrance of baby boomers into this age group. By 2015, it is forecast that 48 percent of the Canadian working age population will be aged 45 to 64 (Forum of Labour Market Ministers, 2002).
With workers growing older and many slated to retire there is a clear need to retain older workers in the labour force. Lefkovich (1992) argued that older worker recruitment and retention efforts will become one of the dominant business and industrial issues in the coming decades. Employers who fail to recognize and take proactive steps to address the issue of the aging workforce could face serious workforce shortages in the future.
Background of The Study
Training is an important component of retention and increasing the availability of training is critical for retaining older workers (The Commonwealth Fund, 1993). However, it is well documented that employers have been largely remiss in providing training for older employees. In a study involving 437 human resource (HR) executives in organizations across Canada, Towers Perrin (1991) found that almost two-thirds of the organizations were not concerned about the aging workforce. Only 5 percent of the organizations were providing retraining for older workers. The authors of this study concluded that Canadian organizations were showing little concern or action in relation to the aging workforce. Betcherman et al. (1998) reported that only 9.6 percent of workers 55-64 participate in employer supported training in Canada. These findings are consistent with those reported by researchers in the UK (Dibden and Hibbett, 1993; Lissenburgh and Smeaton, 2003; Taylor and Urwin, 2001) which also show that older workers are less likely to be offered training opportunities and to participate in training.
Purpose of the present research
In this paper we present the findings from two studies that focused on training and development practices targeting managerial and professional employees aged 50 and ...