Warianty tytułu
Języki publikacji
Abstrakty
Age management plays an important role in addressing the age distribution among employees in an organisation and their management as a result of the increasing share of 50+ people in the population. Organisations must inevitably adapt to this trend, and one of the objectives of age management is to cope with demographic changes. Parties involved in age management have different ambitions at different levels. At the organisational level, however, it is necessary to emphasise on the development of human potential through continuous education and labour productivity. Employee age management can be seen as part of corporate social responsibility. More and more organisations are connecting responsible business with human resource management. The article presents age management as an opportunity to link human resource development to social responsibility. The main objective of this paper is to identify the factors influencing the setting of educational processes for 50+ y.o. employees and to support the development of CSR in education. The data were obtained using quantitative research (n = 207) and then evaluated using descriptive and multivariate statistics methods. The results show that employees prefer when employers themselves suggest them participating in educational courses. The most frequently used courses are professional lectures and self-education, while the least used ones are internships in foreign branches or videoconferences. (original abstract)
Twórcy
autor
- University of Economics and Management, Prague, Czech Republic
autor
- University of Economics and Management, Prague, Czech Republic
Bibliografia
- Aydin, S. and Dube, M. (2018). Knowledge management, innovation, and competitive advantage: is the relationship in the eye of the beholder?. Knowledge Management Research & Practice, 16(3), 402-413.
- Angeloni, S. and Borgonovi, E. (2016). An ageing world and the challenges for a model of sustainable social change. Journal of Management Development, 35(4), 464-485.
- Bolisani, E. and Bratianu, C. (2017). Knowledge strategy planning: an integrated approach to manage uncertainty, turbulence, and dynamics. Journal of Knowledge Management, 21(2), 233-253.
- Chand, M. and Markova, G. (2019). The European Union's aging population: Challenges for human resource management, Thunderbird International Business Review, 61(3), 519-529.
- Chum, J. (2012). Bismarck's axiom. Veřejná správa, 9(23), 10-11.
- Ciutiene, R. and Railaite, R. (2015). Age management as a means of reducing the challenges of workforce aging. Engineering Economics, 26(4), 391-397.
- Craciun, C., et al. (2012). Is being old what you see in the mirror? How middle-aged Romanians understand successful ageing and how to achieve it. Cognition, Brain, Behavior, 16(4), 495-508.
- DELOITTE. (2018). Deloitte Millenial Survey. Deloitte [online]. Retrieved January 26, 2019, from http://: https://www2.deloitte.com/content/dam/Deloitte/global/Documents/AboutDeloitte/gx-2018-millennial-survey-report.pdf.
- Durst, S. and Zieba, M. (2019). Mapping knowledge risks: towards a better understanding of knowledge management. Knowledge Management Research & Practice, 17(1), 1-13.
- Esping-Andersen, G. (2002). Why We Need a New Welfare State. New York: Oxford University Press.
- Fabisiak, J. and Prokurat, S. (2012). Age Management as a Tool for the Demographic Decline in the 21st Century: An Overview of its Characteristics. Journal of Entrepreneurship, Management and Innovation (JEMI), 8(4), 83-96.
- Faurie, I., Fraccaroli, F. and Le Blanc, A. (2008). Âge et travail: des études sur le vieillissement au travail à une approche psychosociale de la fin de la carrière professionnelle. Le travail humain, 71(2), 137-172.
- Galea, C., Houkes, I. and De Rijk, A. (2014). An insider's point of view: how a system of flexible working hours helps employees to strike a proper balance between work and personal life. The International Journal of Human Resource Management, 25(8), 1090-1111.
- Galic, Z., Kovacic, P. and Vehovec, M. (2019). Quality of Working Life Among 50+Employees Across the EU: A Double Jeopardy for Croatian Older Workers, Drustvena Istrazivanja, 28(1), 69-87.
- Gerds, M. (2010). Which characteristics of workers are important for employers in Northeast Germany? Agricultural Economics, 56, 449-507.
- Glover, I. and Branine, M. (2017). Ageism in work and employment. Routledge.
- Hitka, M., Balazová, Z., Grazulis, V. and Lejsková, P. (2018). Differences in Employee Motivation in Selected Countries of CEE (Slovakia, Lithuania and the Czech Republic). Inzinerine ekonomika-engineering economics, 29(5), 536-547.
- Hitka, M., Lorincova, S., Vetrakova, M., Hajduchova, I. and Antalik, I. (2020). Factors related to gender and education affecting the employee motivation. Entrepreneurship and sustainability issues, 7(4), 3226-3241.
- Huo, D., Motohashi, K. and Gong, H. (2019). Team diversity as dissimilarity and variety in organizational innovation. Research Policy, 48(6), 1564-1572.
- Jankelova, N., Joniakova, Z., Blstakova, J. and Nemethova, I. (2017). Readiness of human resource departments of agricultural enterprises for implementation of the new roles of human resource professionals. Agricultural Economics, 63, 461-470.
- Kosir, S. and Soba, V. A. (2016). Theoretical and some practical perspectives on age diversity and comparative age management. International Journal of Innovation and Learning, 20(3), 309-327.
- METLIFE. (2013).The MetLife Study of Gen X: The MTV Generation Moves into Mid-Life. Lifehappens [online]. Retrieved January 26, 2019, from http://: https://www.lifehappens.org/wpcontent/uploads/2015/02/Research_MetLifeStudyofGenXTheMTVGenerationMovesIntoMidLife.pdf.
- Monti, R. (2004). La gestion prospective des âges. Travaux et Recherches de Prospective. Retrieved January 15, 2019, from http://:http://www.laprospective.fr/dyn/francais/memoire/trp/trp-n-23.pdf.
- Palmore, E. B. (1985). Retirement: causes and consequences. New York: Springer Pub. Co. ISBN 0826147208.
- Palmore, E. B., Branch, L. and Harris, D. (2016). Encyclopedia of ageism. Routledge.
- Pavlík, M. and Bělčík, M. (2010). Společenská odpovědnost organizace: CSR v praxi a jak s ním dál. Grada. ISBN 978-80-247-3157-5.
- Principi, A. and Fabbietti, P. (2015). Perceived qualities of older workers and age management in companies: Does the age of HR managers matter? Personnel Review, 44(5), 801-820.
- Stacho, Z., Stachová, K. and Cagáňová, D. (2020). Participation of all Employee Categories in Innovation Processes in Slovak Organisations. Mobile Networks and Applications, 25(3), 853-859.
- Stromei, L. K. (2001). Creating mentoring and coaching programs: twelve case studies from the real world of training. Alexandria, VA: American Society for Training & Development. ISBN 1562862847.
- Urbancová, H. (2019). Benefits of Age Management in Agribusiness. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 67, 597-607.
- Urbancová, H. and Hudáková, M. (2017). Benefits of Employer Brand and the Supporting Trends. Journal of Scientific Papers, Economics & Sociology, 10(4), 41-50.
- Wikstrom, E., Eriksson, E. and Karamehmedovic, L. (2018). Knowledge retention and age management - senior employees' experiences in a Swedish multinational company. Journal of Knowledge Management, 22(7), 1510-1526.
- Witkowski, S. A. and Bartozs, B. (2017). Psychological and organisational aspects of age management in organisations. Management-Poland, 21(1), 81-94.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171601991