Workforce aging has given rise to a host of issues, including the pressures placed on workforce management. At the same time as the proportion of younger workers entering the workforce is declining in all developed societies, the largest age cohort, the baby boomers, is fast approaching retirement age. For the purpose of this study, valuable academic views were reviewed and analyzed regarding the ongoing process of aging within the organizations. Its purpose was to address how does aging impact the organizational change. Initially, it was argued that regardless of age, every employee has specific skills and abilities. Subsequently, it was revealed that organizations have problems in motivating older employees to adapt change and involve in training and development. Finally, it was concluded that an efficient communication is essential for management of different generations of employees.
Keywords: aging, organizational change, employee,
Table of Contents
In consideration of the anticipated demographic alterations and the consequential changes in the age composition of the workforce, the issue appears as to what impact an aging workforce is likely to have on the organizational change. Organizations, on one side, are faced with aging workforce and with the alterations in age structures on the other. Therefore, they have to make larger use of the competencies of an enlarging number of older employees who, on the other hand, have to work effectively amid a shrinking number of young workforce. In present, conversely, many organizations have no or little older employees on their payroll. This indicates that the typical age of employees shall enlarge in the anticipated future, as would the difference in employees’ age or age range (Kalleberg and Mastekaasa, 2001). For that reason, this paper focuses on the efficiency effects of alterations in aging workforce, and yet, the primary goal is to address the impact of aging on organizational change.
The initial point of this theoretical framework is the generally acknowledged supposition that regardless of the age, both young and old employees have specific set of competencies and capabilities (Backes-Gellner and Veen, 2009). The skills and abilities of young and old workforce vary based on their professional activity and field (Elliott and Dweck, 1988). It could be widely assumed that a personal efficiency drops with age, and that based on the nature of the responsibility, this process begins at the certain point in time and advances more or less promptly. Yet, this age-concerned change in the personal efficiency of every individual is exclusively one facet of efficiency-related effects of aging, knowing that within organizations each employee is being engaged in the activities along with other individuals (Patrickson and Ranzijn, 2011). Hence, the ensuing organizational efficiency is in general more than amount of personal yields. On the other side, Grunber et al. (2008) argued that organizations have issues concerning the suspected lesser eagerness of older employees to adjust to change, while the intellectual capacity (i.e. workforces’ superior knowledge and competencies) has turned out to be the essential aspect for organizations’ flexibility (Kiefer, 2005). Therefore, in period of organizational change, individuals are supposed to be prepared to accept new responsibilities and gain new competencies so as to correspond to the organizational new obstacles. What Grunber et al., (2008) stated is that organizational change covers causes that direct managers to begin change, the efficiency of various modes of executing change, opposition to change by workforce, and the influence of change...