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This chapter discusses work-life interface (WLI) issues for migrant-citizen older British women of South Asian heritage living in the UK. It shows how WLI issues are inevitably entangled with the active ageing agenda for the older workforce and that we need further attention from scholars exploring these issues across life courses to appreciate and understand how ageing across locations, times and contexts unveils unique aspects of WLI. The chapter discussion rethinks some of the existing constructs of WLI and introduces new ones to its periphery, including people’s social identities and the spatio-temporal nature of those identities. Such a rethinking process is supported by critical empirical evidence on the lived experiences of a group of older ethnic minority British women living in Greater Manchester, UK, who juggled between work and caring throughout their lives, and abruptly quit paid work due to unmanageable overlapping demands. The evidence indicates how migrant women from the global south struggle to navigate UK WLI norms/culture and their meanings, especially when irreconcilable differences exist between the community/family norms and the social norms in the host country. The chapter findings have implications for the future of an inclusive labor market as it recommends early planning, provisioning and addressing ageing migrants’ WLI issues to draw sustainable/inclusive future labor market policies.

Considers a neglected aspect of UK industrial relations. The effectiveness of earlier codes of practice is assessed according to various criteria: a thorough creative process; a high degree of consensus; and supporting institutions. These criteria are then used to gauge the potential impact of the 1999 Code on Age Diversity. The code’s non‐statutory basis is considered to have drawbacks which outweigh the merits. In consequence, it is contended that the code’s impact is likely to be small.

The purpose of this article is to understand how academics in management deal with the concept of generation in the workplace. We begin by conducting an interdisciplinary literature analysis, thereby elaborating a conceptual framework concerning generational diversity. This framework consists of four levels of analysis (society, career, organisation and occupation) and three dimensions (age, cohort and event/period). We then conduct a meta-analysis using this conceptual framework to analyse papers from the management field. The results from this analysis reveal the existence of a diversity of generational approaches, which focus on the dimensions of age and cohort on a societal level. Four factors seem to explain these results: the recent de-synchronisation of generational dimensions and levels, the novelty of theoretical models, the amplification of stereotypes by mass media and the methodologies employed by researchers. In sum, this article contributes to a more realistic view of generational diversity in the workplace for both academics and practitioners.

The purpose of this paper is to present a study of age management in small and medium‐sized enterprises (SMEs) in the UK.

Qualitative data collection and exploratory research with six SMEs comprising of: initial interviews with representatives from the SMEs; action research activities designed to raise awareness of age management issues and age discrimination legislation; and follow‐up interviews to ascertain if awareness raising activities resulted in any changes, or planned changes, in policy, practice and attitudes towards older workers.

Good practice in age management can be found in SMEs, but was not found to be part of a systematic strategy. Negative practices and attitudes towards older workers are observed, with positive and negative age stereotypes coexisting. Negative stereotypes displayed can undermine the perceived economic value of older workers. There may be a gap between policy and practice, but awareness raising campaigns that reach employers can influence existing ways of working by showing the benefits of an age diverse workforce and helping reduce prejudices against older workers.

The sample size is small and context specific. However, the study usefully illustrates different approaches to age management policies and practices in SMEs, and the potential benefits of age management awareness in influencing attitudes and practices towards older workers in SMEs.

The experience of age management in SMEs is under researched and examples of good practice in age management are often drawn from large organisations. The paper highlights that SMEs often lack the resources to seek advice regarding age management; therefore, those responsible for age management awareness raising activities may need to approach businesses directly.

To explore whether the ages of human resources (HR) managers has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e., manager attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e., manager behaviors). The paper aims to discuss this issue.

Based on theories concerning the origins of stereotypes and the concept of “in-group bias”, three hypotheses were tested on a sample of HR managers from 516 Italian companies extracted from the Gfk Eurisko database by using factor analyses and bivariate and multivariate tools.

The age of an HR manager seems to influence his/her attitudes towards older and younger workers, because HR managers judge workers of a similar age to them more positively. In contrast, the age of an HR manager does not seem to play a particular role in the implementation of age management initiatives. In the companies considered, however, there is a tendency to adopt early retirement schemes when the HR managers concerned are younger, while in general there is a tendency to implement age management initiatives and show a greater appreciation of older workers in larger companies.

The implementation of age management initiatives to the benefit of older workers may improve HR managers ' perceptions of those workers ' positive qualities. Furthermore, specific training may help HR managers recognize that both younger and older workers have useful albeit different strengths.

This study provides new empirical evidence from the Italian context on the largely under-investigated issue of the role played by age in shaping HR managers ' attitudes towards older workers, and age management policies in particular.

Population ageing, coupled with economic uncertainty and a shifting workforce structure, has directed the attention of public and organizational policy makers toward the potential contribution of older workers and skilled migrants in meeting labor supply shortages in ageing populations. This chapter presents labor supply and demand scenarios for 10 OECD countries and examines trends in the labor force participation of older workers against the backdrop of changes to the nature of work in an era of globalization, casualization, and, increasingly, automation. Brief analysis of each country’s situation and policy responses indicates that China, Japan, and Korea stand out as being at particular risk of being unable to maintain growth without undertaking drastic action, although their areas of focus need to differ. A limitation of the study is that GDP projections used in labor demand analysis were based on historical rates and represented past potential and a long-run average of historic economic output. Future research might also undertake comparative analysis of case studies addressing different potential solutions to workforce ageing. A key implication of the study is that there is a need to take a blended approach to public policy regarding older workers in a changing labor market. Where migration has historically been a source of labor supplementation, this may become a less viable avenue over the near future. Future shortfalls in labor imply that economies will increasingly need to diversify their sources of workers in order to maintain economic growth. For public policy makers the challenge will be to overcome public antipathy to migration and longer working lives.

Existing research tends to conceptualize age- and gender-based discrimination as distinct and unrelated social phenomena. A growing body of scholarship, however, highlights the importance of conceptualizing ageism as potentially gendered, and gender discrimination as inherently shaped by age. Using an intersectional theoretical perspective, this chapter examines how gender and age combine to shape women’s and men’s experiences of workplace mistreatment.

The data are obtained from the U.S. General Social Survey. The analysis begins with descriptive statistics, showing how rates of perceived age and gender mistreatment vary for men and women of different age groups. Multivariate logistic regressions follow.

Experiences of workplace mistreatment are significantly shaped by both gender and age. Among both men and women, workers in their 30s and 40s report relatively low levels of perceived age-based discrimination, compared to older or younger workers. It is precisely during this interval of relatively low rates of perceived age-based discrimination that women’s (but not men’s) perceptions of gender-based mistreatment rises dramatically. At all ages, women are significantly more likely to face either gender- or age-based discrimination than men, but the gap is especially large among workers in their 40s.

Women tend to perceive age- and gender-based mistreatment at different times of life, but a concurrent examination of gender- and age-based mistreatment reveals that women’s working lives are characterized by high rates of mistreatment throughout their careers, in a way that men’s are not. The results highlight the importance of conceptualizing gender and age as intersecting systems of inequality.

Ageism refers to the systematic, cultural devaluation of agedness and concomitant discrimination against older adults that is endemic to Western industrialised societies. Age-based discrimination is expressed through the numerous, taken-for-granted, negative stereotypes that equate oldness with frailty, senility, asexuality, obsolescence and loss of attractiveness. It is also evident in the institutional policies and everyday practices that both subtly and overtly exclude older adults from full and meaningful access to resources and opportunities in various organisational settings, including the workplace. This chapter explores the ways that ageism shapes and constrains the experiences and prospects of older workers as they endeavour to obtain or retain employment and/or access to training and promotions. I will discuss how age-based stereotypes and discrimination are gendered, resulting in differential impacts on older men and women seeking employment or those who are currently employed. I will further consider how the older body more generally and appearance in particular are the focal points of ageist assumptions, norms and practices in the workplace. I will conclude by reflecting on the implications and outcomes of age-based exclusion and discrimination on the lives of older male and female employees.

This paper analyzes the age pay gap in Italy (22%), particularly as it is of interest in an aging society and as it may affect social cohesion. Instead of the traditional approach for model selection, we use a machine-learning approach (post double robust Least Absolute Shrinkage Operator [LASSO]). This approach allows us to reduce Omitted Variable Bias (OVB), given data restrictions, and to obtain a robust estimate of the conditional age pay gap. We then decompose the conditional gap and analyze the impact of four further potential sources of heterogeneity (workers', sectors', and occupations' permanent heterogeneity as well as sample selection bias). The results suggest that age discrimination in pay is only perceived but not real in Italy for both men and women.