Article Review: Why Age Matters Essay

Medicare is not the only benefit seniors receive from their government. Taxes can be greatly affected by age. For instance, many elderly receive tax breaks and extensions based on their social security benefits as well as reductions and tax-cuts on certain holdings and investments. So with Roth IRAs, 401k the elderly is only taxed upon withdrawal. Discounts are available everywhere for the elderly from restaurants to cruise ships. Normally, with higher prices bring bigger discounts. Ageing workers are more skilled, knowledgeable, and more proficient than their younger counterparts. Often times it can be said that the “older people” are more intelligent, practical, intuitive, extremely flexible and very strategic in their work ethic, planning and can be considered “intelligent” in life’s well learned lessons that come with age and wisdom. Being positive and using an example in this way between aging and greater wisdom, one tends to have a greater degree of patience, greater understanding and wisdom that parallels life’s pathway. “Many elders in foreign countries are considered to be esteemed and held in high regard,” (Applebaum, Bardo, Robbins (2103). Some studies show that interests, motivation and skill does not decline with age, nor does a person’s work performance suffer due to aging. Aging workers also receive higher salaries due to their tenure. Finally, there is no data to show that older workers cost more to insure than younger

With longer life spans and a decrease in birth rates, older generations are working longer (age diversity). Age diversity is the acceptance of all age groups and their differences within an organization. Besides providing years of experience to younger generations, older employees can also increase organizational value (age diversity). In regards to Target, there are many older employees working, some due to the recessions and lost their higher paying jobs and could only get minimum wage jobs, since they were the only job openings. Bringing their experiences to the corporate culture allow for the ability to avoid certain

Age discrimination in the workforce is a major issue in Today’s society. Although this is hardly ever mentioned, it is a concern that affects the aging population and their work performance. Those who are of old age are often not given a chance and looked down on. They are thought of as being mentally and physically in decline, less adaptable, unwilling to be trained, and costly to the organization. The elderly are considered “slow workers.” They are often forced to work extra hard to prove to their employer, they are capable of working as effective as the young. Defining someone’s work performance according to their age is against the law. The Age Discrimination in Employment Act (ADEA) addresses discrimination against the older population. This Act was passed by congress to ensure people of age 40 and older are given fair judgment in the workforce; however, the maturing population of baby boomers has led to an increasing number of elderly workers. This has cause age discrimination to rise. It is important that we review and analyze age discrimination has a political issues that must be changed. Although ADEA sets out to help the aging population, changes should be made within the employer. In order to seek change, one must first understand ADEA and how it promotes fair treatment for the elderly.

Ageism influences the presence of diversity because those who are affected by ageism within their career may lose their

After reading the article by Farag, Tullai-McGuinesss, & Anthony (2009), I will reflect upon my experiences in a leadership role dealing with various different age groups through numerous situations. The discussion will include the generation I generally identify with, with whom I tend to work best with, and how this affects my unit. I will also reflect on the author's conclusions and recommendations and how they will likely affect my area of practice.

The Department of Labor estimates that by the year 2012, the Labor Force will be over age 55 (Harvey 184). In a time when issues such as Age and Ability are at the far front for a lot of employers, understanding how to deal with an aging workforce is essential. The debate on how to address this issue is only beginning.

The workforce is seeing up to five generations working together for the first time in history. People are choosing to work longer and delay retirement. Ultimately, the workforce could experience up to six generations working together. It’s the role of business leaders to embrace diversity and guide their teams to cohesion. Generational gaps can pose challenges in the workplace, but understanding each generation 's unique characteristics and skills sets will assist in effectively managing diversity to keep a peaceful coexistence.

Ageism is surprisingly common in Australia, particularly within the workforce. The definition of ageism in working life according to Furunes and Mykletun (2009), is the “stereotypes, prejudice, and discrimination against ageing workers, based on chronological age or age categories such as older worker or senior”. This phenomenon has seen older workers increasingly subjected to biases and discriminatory practices when seeking and maintaining employment. Hence, the importance for organisations to understand current and trending issues on age discrimination, in order to draft and implement, effective, and relevant policies. The purpose of this report is to provide an in-depth analysis on ageism as a diversity issue in the workplace and to recommend organisational policies that recognise older workers as a strategic advantage. This analysis will focus on literature relevant to the recruitment and development of older workers. To begin with, this report will consider the context of ageism in Australia providing a deeper understanding of the diversity issue. Furthermore, an extensive discussion on the positive and negative age stereotypes of older workers will follow. The report will then review literature regarding organisational practices towards recruitment and development from an age related perspective. Finally, recommendations will ensue, providing organisational best practise suggestions to create age positive recruitment and training experiences.

Age discrimination has long been present in society due to the rapid development happening around us. According to Farney, Aday & Breault (2006), this era of ageism is defined as "discrimination against any age group", but it often is pointed to age discrimination among adults which is slowly causing a negative effect for them in the workplace. In the workplace, adults with more experience and longer history behind them are targets of this ageism belief that companies and employers tend to have (Farney, Aday, & Breault, 2006). They are shunned and even fired in favor of accepting new and fresh faces for the company they have worked for. Unknown to most companies and employers, this notion of favoring the young and banishing the old can

Over the last few years there has been a growing concern over ageism in America’s places of business, not only through job advertisement, but also during the hiring process, among current employees, and even issues during the end of a person’s career. While there are many types of discrimination in the workplace, all of which are illegal, ageism is prevalent at every stage of a person’s career and can impact not only the employee or potential employee, but the whole company as wellcompany as a whole. Individuals who are over the age of sixty-five make up a large percent of the workforce, and many are dedicated to their employers, it’s when the employer believes that they can hire someone who is much young to do the work that ageism begins to play a role in their career. It isn’t till they companies see that it may take three younger employees to complete the task that of a senior employee.

In today’s economy and workforce, ageism is a factor that we see appear way too often. Ageism reverses it’s roles (discrimination for being too old and discrimination for being too young) and changes its job essentials when need be. The effects of Ageism do not “discriminate”. This particular discussion has an experienced meaning to me since I have encountered ageism in previous employment. However, before sharing my experience I would like to express my position on the posted statement. “Older workers take employment from the young”. I spoke with a few friends on this issue and their responses seemed bias for the fact that we are all young (19-21), yet each of us obtain jobs that Older adults normally obtain. My friends and I discovered that

On Tuesday, we discussed how ageism is impacting the workforces for many minorities who are trying to acquire a job. The conclusion based on the discussion was that workforces see minorities as novices and don’t trust them when it comes to making decisions. Two of the classmates even mentioned how they are assigned simple tasks at their workforce because their employer feels that they have less experience than other employees. My approach to this discussion is different since I started working in the sales retail field at the age of 16. Most employers I have worked with feel that older people are becoming slow and less attractive to consumers. Consumers rather see a young and intelligent employee assisting them over an older employee. This

Age discrimination in employment is a complex issue which impacts many areas of Government policy and has many implications for individuals themselves. Age discrimination can occur across all spectrums of employment and can affect both young and old. Age discrimination can affect a person’s chances of getting a job, and potentially their chances of promotion or development within the workplace. Age can also be a factor when employers are deciding who should be selected during a workforce downsize or redundancy of work due to a mergers and acquisitions.

Aging! We all do it every day, but have you ever thought how it is going to affect the rest of your life or more importantly your career? Aging isn’t something that we get to choose if we participate in, however working is, and aging may affect that choice. Right now, I want you to think about the age of sixty-five. What words pop into your head when you think of someone sixty-five? I’d imagine some of the words you thought of were retired, old, fragile, slow, as well as many others. Those words right there all help to explain the many concerns that one’s employer may have when hiring someone that is of the older population. When we think of the older population in the work force we don’t necessarily think of positive things, instead we think of things. When we think of this population in the workforce we generally think of lower production rates and higher costs. These can create issues among the older population, as employers must consider all the possibilities when hiring someone. We know that more people in the older population are continuing to try to continue their careers, but why? How hard is it for them to continue? What changes have made it easier? How are the younger and middle aged populations perceiving them in the work place? This are only some of the many question surrounding the increase of aged workers.

     By making a healthy business case for age diversity, many employers have driven significant change within their organization. The business case is based on a simple premise; people are living longer than ever before and are having fewer children. As a result the population is aging. From an employment perspective, the dramatic drop in numbers of young people