Organizational Behavior And Ageing Workforce

Running Head: Sociology
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Organizational Behavior
Ageing Workforce
4/8/2020

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Contents
Introduction......................................................................................................................................2
Thesis Statement..............................................................................................................................2
Body.................................................................................................................................................2
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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Essay Topic: The ageing workforce has several implications on the organizational
behavior
Introduction
Organizational behavior is the study through which the behavior of the individual is
ascertained within the organization so that efficiency in the organization can be improved. The
ageing workforce can be defined as the people who are working with the age of 50 or above. The
older person who has attained the age of certain limits and is more likely to retire affects the
organization (Schröder, et al., 2014). Every organization has certain policies for an ageing
workforce that is related to retention and recruitment so the major issues are related to that and it
has great implications on the organization. There are certain implications of the ageing
workforce which will be demonstrated below.
Thesis Statement
The central idea behind is essay is that it will evaluate the ageing workforce implications
for organizational behavior. The arguments are supported by the major implications which are
lack of retirement plan, difficulty in the continuation of the work, health issues and give less
output than others.
Body
Organizational behavior is the study through which the individual performance is
evaluated by examining the communication, motivation, job structure, leadership, performance,
etc. It is important to study the organizational behavior in any organization as it helps in
evaluating the needs of the individual and also motivates the other individual in the company.
Organizational behavior includes certain things such as motivation, helps in evaluating the
perception and attitude of the other people, also creates interpersonal communication, etc. To
analyses, the behavior of the ageing workforce OB is essential so that their perception and
attitude can be evaluated (Ciutiene and Railaite, 2014).
It was found that many organizations are recruiting new employees who have new ideas
and innovations in their minds. Organizations are turning towards youth employment rather than

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the ageing workforce as their attitudes, ideas, innovation is not that much effective. Although the
ageing workforce is the assets of the organizations there are certain implications of them also
(Madichie, et al., 2016).
One of the major implications of an ageing workforce is related to health issues. As
people get older with the age of 50 or more they also indulge with many health issues and it
impacts their working too. The accessibility of doing the work gets reduced and ageing people do
not remain that much activity which they were earlier. It was identified that above the age of 65,
every ageing workforce is going through with some health issues and it has a greater impact on
the organization (Richert-Kaźmierska, 2015). They take unnecessary leaves from the
organization for their treatments. The life expectancy gets reduced of the older people so the
organization also faces this implication that working with an ageing workforce is valid or not.
The ageing workforce needs many occupational health services so the major implications which
the organization faces are related to the increasing needs in the reforms of the health services by
the older workers.
The second implication with the organization faces due to the ageing workforce is related
to the retirement plans. If the retirement and pension plans in the organization ate not effective
then only the ageing workforce continues to work which is a major implication. It does not only
affect the older people but also to the company as with the time the efficiency level of the ageing
workforce gets declined (Connell, et al., 2015). Pensions and retirement are the major
implications as it highlights the gap between the actual retirement income and the needs of the
retirement. The financial stress in the organization increases as they have to manage the
retirement savings for the ageing workforce. The increasing share of the workforce as they grow
older is the biggest implication on organizational behavior.
The third implication is related to the less output than the youth generation. The ageing
workforce has a good experience of the work but when it comes to innovation, ideas and also
related to productivity they are less effective than the youth generation. Their organizational
behavior is effective for the company as they are very calm and composed of the workforce but
they give less output due to their health issues and decrease in the efficiency level (Kong, 2016).
There are several new technologies, software’s is emerging in the market so the ageing
workforce does not have depth knowledge of that whereas the youth generation or the mid-age

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work forced have a great knowledge (Platteau, 2013). The ageing workforce has the lifecycle
above the age of the 50 so they are not able to perform certain tasks and which has a greater
implication on the productivity of the organization.
All the three implication are linked with the OB as productivity and efficiency level of
the older people get declined as their sense of thinking also get declined with the time. It is
human behavior that with the time they are not able to think something innovative and which
affects the productivity in the organization (Vanmullem and Hondeghem, 2019). It is also the
human behavior that they start expecting and demanding when they put a lot in the company so
the good amount of the pension is what they expect which is another major implication faced by
the company when they occurring the financial losses. The ageing workforce has less motivation
due to their health implications and other issues so it also impacts the organization but due to the
organization's behavior, the people get motivated and works towards better efficiency.
To resolve all those issues which are occurring in the ageing workforce the organization
should majorly focus on the age management areas such as the flexible working conditions that
should be provided to the ageing patients so that they work with full enthusiasm. The major
focus has been done on the health management facilities, job recruitment, and other retirement
and pensions’ plans so that they feel valued in the organization and work delicately (Koolhaas, et
al., 2014). Organizational behavior also helps in building an effective organizational culture with
the diversified people who encourage the ageing workforce to stay and work effectively.
The ageing workforce issues can also be overcome and solve in the organization by
investing in the employment career development of the old people and by cultivating millennial.
There should be no discrimination and biases in the age-based things and importance has to be
given to everyone (Kanfer and Chen, 2016). There are many laws which the government has
made for the efficiency of the ageing workforce so it should be adopted by the organization. The
ageing workforce has less motivation due to their health implications and other issues so it also
impacts the organization but due to the organization's behavior, the people get motivated and
work effectively.

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Conclusion
From the above explanation, it has been evaluated that the ageing workforce has many
implications in the organization but they are also an important asset for the company. The ageing
workforce has age of 50 and above so there were many implications which they have faced
which is related to the health issues, their productivity level in comparison to the youth and even
the issues related to retirement and pensions. Organizational behavior helps in dealing with those
issues by giving motivation and direction that how to deal with the old people. To analyses, the
behavior of the ageing workforce OB is essential so that their perception and attitude can be
valuated which has clearly stated above. Organizational behavior also helps in building an
effective organizational culture with the diversified people who encourage the ageing workforce
to stay and work effectively.

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References
Ciutiene, R., & Railaite, R. (2014). Challenges of manageing an ageing workforce. Procedia-
Social and Behavioral Sciences, 156(4), 69-73.
Connell, J., Nankervis, A., & Burgess, J. (2015). The challenges of an ageing workforce: an
introduction to the workforce management issues. Labour & Industry: a journal of the
social and economic relations of work, 25(4), 257-264.
Kanfer, R., & Chen, G. (2016). Motivation in organizational behavior: History, advances and
prospects. Organizational Behavior and Human Decision Processes, 136, 6-19.
Kong, D. T. (2016). The pathway to unethical pro-organizational behavior: Organizational
identification as a joint function of work passion and trait mindfulness. Personality and
Individual Differences, 93, 86-91.
Koolhaas, W., van der Klink, J. J., de Boer, M. R., Groothoff, J. W., & Brouwer, S. (2014).
Chronic health conditions and work ability in the ageing workforce: the impact of work
conditions, psychosocial factors and perceived health. International archives of
occupational and environmental health, 87(4), 433-443.
Madichie, N. O., & Nyakang’o, M. (2016). An exploratory insight into the workplace
demographic challenges in the public sector. Employee Relations.
Platteau, E. (2013). Generations in organizations. Ageing workforce and personnel policy as
context for intergenerational conflict in local government.
Richert-Kaźmierska, A. (2015). Ageing workforce–a challenge for organizations. Socialiniai
mokslai, (3), 33-50.
Schröder, H., Muller‐Camen, M., & Flynn, M. (2014). The management of an ageing workforce:
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Vanmullem, K., & Hondeghem, A. (2019). 14. Leadership diversity in an ageing
workforce. Public Sector Leadership: International Challenges and Perspectives, 257.