Luxor Cosmetics Case Study Analysis Essay

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.

The next issue I’d like to talk about is the positive and negative perception of older workers. Executives and managers have both positive and negative outlooks on older employees depending mostly on the job being performed. Studies done by AARP said that elderly workers (those age 50 and older), and were valued for their experience, knowledge, work habits, attitudes, commitment to quality, loyalty, punctuality, ability to keep cool in crisis, and respect to authority. (AARP 1989) They are valued

As we begin to enter an aging America many positive effects will foreshadow, like having more experienced workers, changing perceptions of how we think of the aged and aging, them being active in the community, and obtaining their place in society. In observing the history and how far we have come along with regards to our views, government funding’s, and where they will live can only improve as future elderly come into existence. So much as 40 years into the future there perhaps will be modifications to reduce working hours to 4 days a week. Changes like this would shift our demographic work style that would ease us into our older years and living longer and happier lives. This growing demographic that’s estimated in the future will play a

Some negative examples of how people in the workforce perceive older adults in the workforce are that older workers produce lower quality work, inflexible, less productive and are resistant to change. Some employers believe older adult workers skills are dated or do not have the required set of competence needed. Giving training and continuing education opportunities as well as companies adapting these courses to those with less experience technically will help with ensuring that older adults continue to feel like a vital part of the business and keep working until they decide to

This is an unavoidable issue for nearly all employers, but some businesses are particularly vulnerable because their employees are concentrated in the age range when eldercare is most common (i.e., ages 45 to

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

72% of women between the ages of 45-74 say they have experienced some form of ageism at work, compared to only 52% of men (Palmer).The government should make better laws to prevent age discrimination and make harsher punishments for employers that discriminate against employees because of age. The age discrimination laws do not protect against ageism towards young people (Age Discrimination). The elderly are more likely to experience ageism, however sometimes there are instances where an employer might pass on a candidate because of just because of their youth. It is important for employers to give everyone an equal opportunity for a job.

“Baby Boomers ranked the highest when it comes to being a productive part of their organizations (69% of respondents agree), "hardworking" (73% of respondents agree), a "team player" (56% of respondents agree), and mentoring others (55%)” (Giang, 2013). In view of the aforementioned citation, it delivers a perspicacious frame of reference into the purpose of this case assignment. A case assignment that will be evaluating the aging workforce from a human resource (HR) mindset. Along with a deliberation, of the increased worthiness baby boomers provide a company. When said, company is acquiring contemporary employees with unique skills. In their efforts, for compensating for the impending loss, they will have to endure upon the departure

As the Human Resource Manager of Coolsworth Limited, I am proud of our great reputation in the retail industry. However, as the HR manager, I have a number of roles and responsibilities. One of these roles is to ensure that staff and management are aware of the company policy and government legislation regarding the ageing workforce. The Age Discrimination in Employment Act (ADEA) of 1967 defined the "ageing workforce" as working individuals who are 40 years of age or older (Bockman, S. & Barbara, S., 2008). Australia’s population and workforce are ageing due to the combined impact of lower fertility rates, lower infant mortality and a large number of births in the post-World War II period. Thus, resulting in a larger amount of older workers, than ever before this trend is expected to continue for several decades (Chandler Macleod, 2016).

In conclusion, ageism in today’s times is a real form of discrimination and needs to be fixed. An individual’s skills and capabilities should be based on a personal level, not their age. The elderly and the young need just as much job opportunities as the middle-aged individuals living in the

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.

The Age Discrimination Employment Act (ADEA) was passed over 40 years ago (in 1967) prohibiting the denial of employment, forced retirement, hours of employment, compensation, or termination of individuals due to the person's age, and it was meant to encourage the employment of older individuals based on their abilities and invaluable experience. However, age discrimination and ageism still permeate American society and the workplace.”(Tate)

Aging population can be used as an advantage to increase economic rates growth by keeping them employed as long as possible (Nankervis et al. 2006, p.55). People who are working in a knowledge fields may increase their performance with age, however for more physical positions there is an opposite possibility of low performance with increasing age (Patrickson & Ranzijn, 2006). Consequently, specific jobs may have lack of professional employees. For example by separating workers and using older workers as experience type that can teach and train young employees, as well as use their knowledge will benefit organization in different departments. Also by using younger workers as routine workers or in more physical positions that are hard to perform for older employees will give them opportunity to earn more experience and will keep older employees working as well (Patrickson & Ranzijn, 2006). It is necessary for human resources to distribute their workforce accordingly and to provide required training for their young and old employees.

Training an aging work force is another of the challenges businesses currently face and will continue to deal with over the course of the next decade. The types of training aging employees require is not only to keep skills current in order to perform everyday tasks, but to also provide new career paths and new skills that are necessary due to changing technology (Rosen & Jerdee, 1990). Although the cost associated with training is currently the burden of the employer, it is considered to be an investment in improved performance, productivity, and employee moral (O’Keefe,

As baby boomers exit the work force, letting people work longer could help to curb a predicted skilled and experienced labor shortage in many occupations. Employers need to revise human resource plans to reflect the possibility of more employees working past their previously expected retirement date as well as change testing and performance evaluations to reflect the reality of an aging workforce. Organizations need to develop programs to maximize the contributions of older workers, particularly in the areas of adult learning and flexible work arrangements; it may encourage older workers who wish to continue working.