Documents Taylor, Philip 14 results

"Against a background of population ageing, and with it, concomitant effects on social welfare systems and labour markets, public policy makers in affected nations are seeking ways of pushing out the final age of withdrawal from their labour markets. Central to such efforts is promoting the contribution of older workers to organizations and overcoming labour market age barriers. Within this advocacy approach there has been recent interest in identifying and promulgating examples of employer best practice in order to emphasize new dimensions of the business case for employing older workers. Drawing on literature concerned with advocating an ethical concern in human resource management as pertains to older workers, this article examines an exemplar set of employer case studies aimed at promulgating best practice. It considers the concept of age management and its manifestations to argue that many standard HRM practices are firmly, although probably unwittingly, grounded in ageist assumptions concerning the capacities, potentiality and contributions of both younger and older workers. This, we argue, is a consequence of an unnecessarily narrow conception of good employment practice based in an economic rationality that is not conducive to the effective management of age in organizations."

"A managerial offensive is taking place at work. Professor Phil Taylor of the University of Strathclyde Business School explains how a government blitz on employment rights and welfare, driven by a spurious austerity argument, is being mirrored in a new workplace tyranny and a massive intensification of work. In tandem with the government's dismantling of employment rights, a managerial offensive is taking place on the front line of work. If the financial crash of 2008 and the continued state of perma-recession have given the government the spurious rationale for austerity and the blitz on welfare, they have also provided an ideological justification for a massive intensification of work."

"As the European population grows older, there is increasing pressure on governments and companies to provide initiatives that enable and encourage older workers to remain in the workplace. This report documents a range of case examples from companies across the former 15 EU Member States which have implemented successful age management initiatives over the past ten years. The 150 examples selected demonstrate good practice in such areas as recruitment, training, skills development, time management, health promotion and workplace design. The overall aim of the research was to show effective ways of increasing the labour market participation of older workers, to enhance their contribution and productivity, and to prevent the incidence of early exit and unemployment."