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Call for Chapters
Handbook of Research on International Perspectives for Managing an Aging Workforce
Editor
Falendra Kumar Sudan (Ph.D), Professor, Department of Economics, University of Jammu, India
Email: [email protected]
Call for Chapters
Proposals Submission Deadline: June 24, 2019
Full Chapters Due: August 05, 2019
Submission Date: October 14, 2019
Introduction
Aging population is contemporary demographic phenomena in the world. By 2050, the population of older workers (55-64) in Europe will grow to 60 percent, whereas, in the USA, older workers over 55 will increase by 73 percent by 2020. Rapid developments are taking place within society and organizations. They demand a flexible, responsive and competent workforce. Demographic shift and increasing shortfall of young workers have resulted in increasing demand for older workers. Retaining older workers is practiced in some countries to make use of their rich expertise. In western societies, aging is often seen in the context of decline and deterioration, while Asian cultures usually value aging more positively. With increasingly aging workforce, the demand of an effective diversity management is essential to achieve positive outcomes. There are differential perceptions on socio-economic necessity of early retirement. For instance, the reduced capabilities (abilities, knowledge, skills) of older workers are considered as a motive for early retirement. Older employees are often seen as an obstacle and not as an opportunity for companies, especially for transfer of knowledge and experience, which could be addressed in human resource management perspective. Most of older workers make an explicit choice to remain within and not outside working life. Decisions made by the worker and employer impact the decisions to remain, retrain, or redesign work. Traditionally, the early retirement choice was considered attractive by workers and organizations with no career plans, additional training and an active aging policy. However, the shortage of younger workers has made management and their organizations reconsider the wisdom of not continuing to use the expertise provided by older workers. Most companies realized that the pool of eligible workers is decreasing due to aging workforce. Therefore, older workers play a productive role in economy as long as possible. Organizational commitment by employees plays an important role. Highly committed employees are less likely to leave the company. The likelihood of leaving an organization decreases as commitment increases. Besides rapid globalization, business cycle troughs and gender equality, the automation of work by intelligent technologies also influence employment of aging workforce.
Older workers are at mid-to-high risk of being displaced by automation. Countries with higher rates of projected aging tend to also have larger proportions of older workers at risk of automation. Education levels, size of industrial sector, level of public spending, and the strength of legal rights are strong predictors of the automatability of older-persons’ work. Older workers tend to face unique difficulties in the labour market - such as high long-term unemployment and age discrimination. Therefore, concerted efforts on the part of governments and companies to devise strategies for encouraging and accommodating the older worker will be crucial in the coming decades. Older workers offer tremendous potential value to businesses, the economy and society. However, various policies and practices often pose serious barriers to their active labour-market participation. In recent years, many countries have reformed their pension and retirement systems to create incentives for older workers to continue to work for as long as possible. Older workers are instead compensated by a well-developed state-financed system of unemployment compensation and employment security. Early retirement schemes and the introduction of new age-related policies in collective labour agreements are also practiced. Effective development and utilization of older professional and managerial employees is an important issue. At the same time, the organizations are not prepared to tailor the training methods to the needs and preferences of older managerial and professional employees due to negative stereotypes about older employees. This calls for systematic research to prevent age discrimination due to incomplete knowledge of older workers and related self-fulfilling prophecies. In sum, managing rapidly aging workforce and sustaining economic dynamism calls for politically challenging policy choices that require strong political commitments, robust management leadership and social consensus.
Objectives
The main objectives of the “Handbook of Research on International Perspectives for Managing an Aging Workforce” will be:
1. To examine the differences in stereotypes of older employees compared to younger employees in companies of the global north and the south;
2. To investigate the factors at a societal or industry level likely to be causing workers of the industrialized world to have a longer working life;
3. To investigate organizational systems, processes and practices for managing older workers;
4. To analyze the impact of aging workforce on their retention, productivity and wellbeing;
5. To evaluate the impact of aging workforce on age discriminatory behaviour;
6. To analyze the effects of increased workplace automation on older worker populations;
7. To explore as to what extent aging is accompanied by reduced capabilities and workforce participation of older workers;
8. To explore the implications of aging workforce on alternative reform options and policy responses to promote healthy and productive aging workforce; and
9. To suggest policy choices aimed at finding solutions for the perceived employability of aging workforce.
Target Audience
Researchers from all disciplines that span the management sciences, population sciences, social sciences and humanities working on a range of possible topics are sought to be part of the project. In most cases, researchers across multiple disciplinary boundaries, drawing from many areas are targeted to answer their relevant research questions. This project will emphasize the implementation of research outcomes for policy implications. Researchers will be encouraged to stretch the boundaries of their respective disciplines and explore how theories and methodologies from disparate disciplines can be used to design rich research projects to study the complex dynamics of and interactions between management sciences, population sciences, social sciences and humanities. This project is an opportunity to engage multi-stakeholders including professionals and practitioners from the government and corporate management and human resource professionals, experts, policymakers, decision-makers, academia and researchers from both developed and developing countries in understanding aging workforce.
Recommended Topics
I. Demographic, economic and social implications of aging workforce
1. Demographic development and aging workforce
2. Economic and social feasibility of early retirement
3. Age diversity in the workplace
4. Stereotypes of older and younger employees
5. Generational differences in the workforce
6. Value of older workers in their organization
7. Cross-generational workplace challenges
8. High unemployment and early retirement of older workers
9. Financial conditions and early retirement
10. Fiscal effects of aging workforce
11. Upgrading skills of aging workforce and integrated strategies
12. Pension system and aging workforce
13. Aging workforce and health care
14. Aging workforce and inclusive workplace
15. Aging workforce and companies
16. Aging workforce and immigration
17. Training and skill development to older workers
II. Management of aging workforce
1. Managing older workers
2. Organizational and managerial aspects of aging workforce
3. Role of line managers dealing with older workers
4. Management competences motivating older workers
5. Management, age-discriminatory and job design
6. Management practices and retention of aging workforce
7. Productivity and wellbeing of aging workforce
8. Motivations for work after retirement
9. Lifelong learning of aging workforce
10. Public policies on aging workforce
11. HR management practices for aging workforce
12. Aging workforce and its implications for human resource professionals
13. Aging workforce and implications for skill policy
14. Aging, training and quality of workforce
15. Availability of quality part-time work and flexible work arrangements
16. Older workers and formal and informal human resource management strategies
17. Collective labour agreements and human-resources policies
III. Retirement pathways and employment of aging workforce
1. Work in post-retirement age
2. Transition into retirement
3. Cost of not addressing aging workforce
4. Employer’s perspective of aging workforce
5. Recruiting and managing older workers
6. Health, financial responsibilities and employment of mature-age workers
7. Mature-age workers, levels of wellbeing and age discrimination
8. Needs of mature-age workers
9. Technologies and Aging Workforce
10. Risk of automation and aging workforce
11. Active aging, bridging employment, shadow careers
12. Aging workforce and self employment
13. Aging workforce and entrepreneurship
14. National superannuation schemes
15. Alternative superannuation options
16. Aging workforce and HR practices
17. Age discriminatory behaviour
18. Organizational support to older workers
19. Support from co-workers and managers
20. Workforce aging, dejuvenation and retirement
21. Funding early retirement
22. Older workers and pension schemes
IV. Labour market, institutions and strategy for aging workforce
1. Labour market and wage flexibility
2. Labour institutions
3. Immigration of younger workers
4. Well-being of aging workforce and labour market behavior
5. Labour market flexibility and security of aging workforce
6. Regime of employment protection and aging workforce
7. Social security policies and aging workforce
8. Older workers, restructuring retirement and pension systems
9. Labour-market policy for older workers
10. Capabilities of older workers and early retirement
11. Intergenerational competence of line managers
12. Employability and employment opportunities among older workers
13. Career development support for aging workforce
14. Aging workforce and flexible employment options
15. Blocking strategy vs support strategy
16. Retention or departure of older workers at organizational level
17. Aging workforce and retention techniques
Submission Procedure
Researchers and practitioners are invited to submit on or before June 24, 2019, a chapter proposal of 1,000 to 2,000 words clearly explaining the mission and concerns of his or her proposed chapter. Authors will be notified by August 5, 2019, about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by October 14, 2019, and all interested authors must consult the guidelines for manuscript submissions at http://www.igi-global.com/publish/contributor-resources/before-you-write/ prior to submission. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project.
Note: There are no submission or acceptance fees for manuscripts submitted to this book publication, Handbook of Research on International Perspectives for Managing an Aging Workforce. All manuscripts are accepted based on a double-blind peer review editorial process.
All proposals should be submitted through the eEditorial Discovery®TM online submission manager.
Publisher
Weblink:https://www.igi-global.com/publish/call-for-papers/call-details/3619
This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the "Information Science Reference" (formerly Idea Group Reference), "Medical Information Science Reference," "Business Science Reference," and "Engineering Science Reference" imprints. For additional information regarding the publisher, please visit www.igi-global.com. This publication is anticipated to be released in 2019.
Inquiries
For further information you are free to contact
Falendra Kumar Sudan (Ph.D), Professor, Department of Economics, University of Jammu, India
Email: [email protected]
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