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The management of an ageing workforce: organisational policies in Germany and Britain

Schröder, Heike; Muller-Camen, Michael; Flynn, Matthew

Authors

Heike Schröder

Michael Muller-Camen

Matthew Flynn



Abstract

Demographic change as well as pressure from the European Union and national government are forcing organisations to change age‐discriminatory HRM approaches. Based on a qualitative analysis of eight British and German organisations, we found that commitment, scope, coverage and implementation of age management differ due to country‐specific institutions, particularly government, in nudging employers and unions to preferred age practices. This confirms the path dependency concept suggested by institutional theory. Nevertheless, we also found that industry‐specific factors mediate the implementation of age management, leading to some convergence across countries. This indicates that organisations deviate from the institutional path to implement practices that they deem important.

Journal Article Type Article
Publication Date 2014-11
Journal Human Resource Management Journal
Print ISSN 0954-5395
Electronic ISSN 1748-8583
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 24
Issue 4
Pages 394-409
APA6 Citation Schröder, H., Muller-Camen, M., & Flynn, M. (2014). The management of an ageing workforce: organisational policies in Germany and Britain. Human resource management journal, 24(4), 394-409. https://doi.org/10.1111/1748-8583.12043
DOI https://doi.org/10.1111/1748-8583.12043
Keywords Age management; Firm level; Britain; Germany; Case study; Qualitative research
Publisher URL https://onlinelibrary.wiley.com/doi/full/10.1111/1748-8583.12043
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