Older workers and organizational change: corporate memory versus potentiality

Abstract

Purpose

Drawing on the recent work of Sennett and others who considered the position of older workers in dynamic economies subject to rapid change, this paper aims to examine the perceived fit between employees of different ages and their employing organizations in four Australian workplaces.

Design/methodology/approach

Analysis of qualitative data, collected among workers and managers in four Australian organizations, was performed.

Findings

Results suggests that potentiality tended to be prized as an asset over corporate memory. While managers were frequently paternalistic towards their older employees, ageing human capital was often devalued as managers tried to balance operational budgets and organizations sought to remain responsive to changing market demands.

Originality/value

The paper discusses the implications for the prolongation of working lives.

Citation

Taylor, P., Brooke, L., McLoughlin, C. and Di Biase, T. (2010), "Older workers and organizational change: corporate memory versus potentiality", International Journal of Manpower, Vol. 31 No. 3, pp. 374-386. https://doi.org/10.1108/01437721011050639