Organizational Behaviour: Report on Ageing Workforce and Implications

This report on organizational behavior explores the significant implications of an ageing workforce on companies. It delves into the challenges and opportunities presented by an older workforce, including potential skill shortages, knowledge loss, and the need for strategic workforce planning. The report discusses the importance of retaining and attracting older workers, addressing biases, and fostering intergenerational collaboration. It highlights three key implications: contending with bias, redefining career goals, and adapting to changes in productivity. The report emphasizes the need for organizations to address these challenges through flexible work practices, tailored job roles, and supportive policies to ensure a productive and inclusive workplace. The report concludes that organizations must view the ageing workforce as an opportunity and adapt to meet the changing needs of the workforce.

Running Head: ORGANIZATIONAL BEHAVIOUR
ORGANIZATIONAL BEHAVIOUR
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Ageing Workforce Implications in Organization...................................................................2
Three Ageing Workforce Implication for Organizational Behavior......................................3
Conclusion..................................................................................................................................5
Reference....................................................................................................................................6

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Introduction
The organizational behavior study gives insights regarding the behavior and
performance of employees within the workplace. This study helps in developing the
understanding of aspects, which can help in motivating employees, increasing performance as
well as helping the organizations in establishing trusting and strong relationship with the
employees. The objective behind this understanding interactions of human in organizations
and finding out what factors influences it or drives it for getting better results to attain goals
of behavior (Beck, 2014). Therefore, in this report, attempt will be made to discuss
implications of ageing workforce on the organization. Further, three implications of ageing
workforce for organization will be discussed.
Discussion
Ageing Workforce Implications in Organization
Ageing workforce of company is the part of working people, who are at their certain
age. These workforces are those, who are attained the age of fifty or more than that. When the
workers of organization get matured and older, they make approach towards retirement or
may makes plan for transition into retirement. This throws great challenge to organization
because of potential loss or the shortage of skillful and experienced workforce (Ciutiene &
Railaite, 2014). Some risks that is linked with retirement of these workforce are company’s
growth restrictions, competencies and skills mismatch between the requirement of job and
employee and knowledge loss. The companies need to plans to strategically think about
retaining or attracting the ageing workforce in the innovative ways. The strategies are
required to be implemented that encourages aged workers to stay in the company and
initiative should be taken to minimize the gap of intergenerational challenges (Earl et al.
2017).

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Globalization has able to change the world constantly at increasing pace. The
companies are required to be prepared for meeting the challenges and grabbing the
opportunities. In history, it is unique time when increased longevity is able to converge with
technological unprecedented innovations for disrupting ageing in such a way that it was never
imagined before. This is helping in empowering workforce for making choice of the way of
living after getting matured or aged. The people are now living longer, as the result of which
there is shift in the attitudes of companies towards older workers. The entities, who are able
to perceive aged workers as assets of company are definitely going to gain competitive
advantages. Further, aged workers may perform much better than the younger workers.
However, some challenges of ageing workforce are biasness, absenteeism, succession and
others (Heidemeier & Staudinger, 2015).
The great challenges are presented by transition of the older worker’s talent.
Generally, it has been seen that the ageing workers are more specialized and they often get
good amount of salary because of their tenure. This results in disliking of ageing workers by
the younger workers. The companies looking for adjusting older workers may requires to
design new wage policies as well as creating programs such as flexible rewards and imparting
training to the younger employees to manage individuals across different generations.
Further, ageing workforce also impacts the entity in respect of pensions. It is important for
the any organization to help their ageing workforce to work for longer period and making
good management of their saving of the retirement. This initiative by company helps in
avoiding any kind of negative productivity effects of financial stress (Nagarajan et al. 2019).
Three Ageing Workforce Implication for Organizational Behavior
The three main ageing workforce implications for organizational behavior are
contending with bias, redefining the goals of life and career and last adaptation and
productivity. The first implication contending with bias states that different experience and

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the outlooks of workforce results in the increased interpersonal conflicts at workplace. The
research suggests that the attitudes towards the ageing workforce are based on stereotypes,
which means ageing workforce are not motivated, less adaptable and more resistant towards
any changes brought in by the company. There is great impact of these stereotyping on
ageing workforce, as it results in the negative impact on workforce participation and creates
culture of division. The bias also exits in the process of recruitment and selection. This results
in the barrier of ageing candidate’s entry. Age of individual is considered to be vaguer in
comparison to the chronological years. The entities should be fair enough and transparent in
ensuring their the are not bias towards ageing workforce and their recruitment and selection
(Ng & Chan, 2015).
The second implication redefining goals of life and career states that technological
advancement and automation is changing way of doing work and the place where the work is
done. Therefore, this requires to have thought relating to one’s careers and his or her role
within the entity. The combination of study and work helps in bringing potential to more
varied career, however, this requires adaptation to new vision of success. The disruptive
changes in the organization requires to provide flexible practices of work such as full time or
part time work, flexible hours of working and good operating conditions. There is one more
consideration, which is most often overlooked is that some workforce doesn’t want to get
early retirement. Those who likes continuing their jobs should be given opportunity to do
work as it keeps them motivated and actively involves in fulfilling their commitment towards
working in organization (Richert-Kaźmierska, 2015).
The last but not the least implication is adaptation and productivity. It is seen that
some people live longer and are much healthier and more active than other. Further, the
ageing effect differs from the person to person. Therefore, the assumptions can be made
regarding their physical capability based on age. In case, if worker is not able to fulfill their

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requirement of job because of ageing, then their job role shout be tailored. This helps in
retaining knowledge and expertise of ageing workforce. The entities should take effective
actions for retaining ageing workers in productive employment and that too without
additional and putting more burden on these workers. Moreover, poor or weaker health issues
of workers implies that their retirement is only alternative. The individual should be
financially prepared for this kind of situation in life, which could be done by good
management of savings that can be safer to do from young age. In addition, it is quite
important for the organization to consider its policies. The organizations as well as workers
needs to take their responsibilities and significant role should be played by them in transition
towards the intergenerational workforce (Ropes, 2015).
Conclusion
Hence, this report concludes that the entities are presented with untapped
opportunities and unprecedented challenges by ageing global workforce and the life
expectancies. This report found that the implications of workforce are now every entity are
dealing with. Further, it is not sufficient for the younger workforce to make up the big gap,
which baby boomers would be leaving behind. The ageing workforce should not be perceived
as problem rather they should be viewed as the greatest opportunity for the organization. In
addition, three ageing workforce implications are adaptivity and productivity, redefinition of
life goal and career and dealing with biasness. Therefore, challenges relating to ageing
workforce needs to be addressed, which can be done by the activities, for instance coaching
or mentor initiatives, team-building initiatives and intergenerational workforce.

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Reference
Beck, V. (2014). Employers’ views of learning and training for an ageing
workforce. Management Learning, 45(2), 200-215.
Ciutiene, R., & Railaite, R. (2014). Challenges of managing an ageing workforce. Procedia-
Social and Behavioral Sciences, 156(4), 69-73.
Earl, C., Taylor, P., Roberts, C., Huynh, P., & Davis, S. (2017). The Workforce Demographic
Shift and the Changing Nature of Work: Implications for Policy, Productivity, and
Participation', Age Diversity in the Workplace (Advanced Series in Management,
Volume 17). Emerald Publishing Limited, 17, 3-34.
Heidemeier, H., & Staudinger, U. M. (2015). Age differences in achievement goals and
motivational characteristics of work in an ageing workforce. Ageing & Society, 35(4),
809-836.
Nagarajan, N. R., Wada, M., Fang, M. L., & Sixsmith, A. (2019). Defining organizational
contributions to sustaining an ageing workforce: a bibliometric review. European
journal of ageing, 1-25.
Ng, J. Y. K., & Chan, A. H. (2015). The ageing construction workforce in Hong Kong: a
review.
Richert-Kaźmierska, A. (2015). Ageing workforce–a challenge for organizations. Socialiniai
mokslai, (3), 33-50.
Ropes, D. (2015). Addressing the challenges of an ageing workforce: an intergenerational
learning toolkit. Development and Learning in Organizations: An International
Journal.