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As the average human lifespan increases, more and more people remain in the workforce for much longer that they used to. Many employees choose not to retire for several different reasons – some enjoy working as it keeps them occupied, and others rely on their income to sustain their living. While typically, generational research in the field of human resource management tends to be devoted to exploring and analyzing the emerging trends – primarily, the generations that are just entering the labor force – recently, the field has witnessed a significant shift in focus.
More and more researchers and practitioners emphasize the importance of retaining older employees, as well as the need to address the concerns that are specific to this particular group. The aim of the present study is to assess and evaluate the current organizational policies and practices that concern older employees and identify the best practices in the field. Conceptually, the implementation of age-friendly workplace policies and processes has been linked to improved employee health and safety, enhanced knowledge exchange, and higher employee satisfaction and loyalty.
The following objectives have been identified in relation to the study:
- The study aims to identify the best practices in the field of human resource management, in particular, managing the needs of older employees in the workplace.
- Consequently, the second objective is to develop a set of benchmarks and performance measures and metrics that will allow evaluating the current organizational processes, practices, and policies against the framework of best policies.
- The third objective of the study is to identify the optimal workplace design configurations that make the workplace a comfortable environment for older employees to operate in. The analyzed design features are both object-oriented – that is, related to the equipment and materials used in the workplace, and process-oriented.
- Similar to the third point, the fourth objective is oriented toward assessing how employee safety is ensured in the workplace. A specific emphasis is placed on the design and implementation of such policies that would benefit older employees – for instance, by reducing the amount or extent of physical labor they perform or introducing safeguarding mechanisms for them.
- Consequently, the fifth objective concerns the specific health policies that the organization has in place to provide a safety net for its older employees.
- Recognizing that older employees present not only a challenge to the organization in terms of developing better safety policies and processes but also an opportunity, the sixth objective is to analyze how and why knowledge transfer and exchange takes place in the workplace when older employees are present.
- The seventh goal has to do with exploring the link between the employees’ age and their loyalty to the company, with the aim of identifying how employee loyalty can be enhanced at the company level.
- Similarly, the next objective of the study is to identify the best employee retention practices, given that older employees tend to have spent more time with the company.
- The ninth objective is to examine the design and implementation of different employee recognition practices and policies.
- Finally, the last goal of the study is to examine how the company manages diversity and generational differences in the workplace. Most of the time, employees belonging to different generations will have different values, goals, and, perhaps, even work ethics. Thus, the objective is to identify how the company manages and reconciles these differences.
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