The Needs of Older Workers in Marketing Organizations

ABSTRACT

As the U. S. population grows older, organizations will have more aging workers in their employ. Marketing professionals are advised to explore the needs of older workers in modern society.     

The European Union's aging population: Challenges for human resource management

The European Union (EU)'s aging population is leading to a workforce that is rapidly aging and gradually beginning to shrink. Businesses will have to prepare for an older workforce that will have different priorities compared to the historically younger workforce. In this article, we examine the aging population of the EU and analyze how organizations can best manage the transition to a workforce that is rapidly aging. We explain how the changing demographic outlook translates into challenges for acquiring and retaining talent, and how employers can best manage this transition. We provide examples of organizations that have implemented human resource policies to make their workplaces more elderly friendly and their workforces more efficient. We conclude by pointing out some steps that organizations can take to better integrate older workers and help make their aging workforces more productive.     

Building trust: How leaders can engender feelings of trust among followers

Trust has long been recognized across cultures, industries, and organizations as a key component of social exchange. Yet in many communities and organizations throughout the world, there is a growing trust deficit. In this article, we explore what leaders can do to generate trust among the individuals within their organizations to help facilitate better relationships and positive outcomes for both individuals and organizations. More specifically, we present a qualitative study in which semistructured interviews with employees at an assisted-living care facility highlight two ways that leaders can build trust within their organizations: (1) by demonstrating humility in their communication and (2) by exhibiting compassion in their behavior. We further highlight two characteristics, authenticity and proactivity, that can help leaders increase the effectiveness of these actions. By making these behaviors part of how they lead, leaders and managers can more successfully generate feelings of trust among the individuals within their organizations and help their organizations to maintain and strengthen their competitive advantage.     

The employee brand: Is yours an all-star?

In this article, a typology is presented which will help organizations better reflect the brand image they desire. The assisting typology is based on the extent to which employees know and understand the organization's mission, values, and desired brand image, and the degree to which they perceive their psychological contracts with the organization as being honored. Organizations can be classified as all-stars, rookies, injured reserves, or strike-out kings, based on the characteristics of a preponderance of their employees. As categorized, rookie organizations cannot deliver the desired brand image because most of their employees lack the knowledge and understanding to do so. Injured reserve organizations, on the other hand, cannot achieve the same because firm employees perceive their psychological contracts with the organization as having been violated, which renders the individuals unwilling and unmotivated. For their part, strike-out king organizations share rookie and injured reserve organizations' worst characteristics. Finally, and conversely, all-star organizations consistently deliver the desired brand image to others because their employees are both able and motivated to do so. To help firms attain this highly desired status, specific guidelines are presented herein which may help organizations become “all-stars” in their own right.     

Focusing Service Management Efforts: A Model for Non profit Organizations

ABSTRACT

In recent years, many nonprofit organizations have experienced significant cut-backs in support from traditional sources while demand for their services has continued to increase. Many of these organizations have attempted to bridge this growing chasm by increasing their fund raising efforts. While not without value, these activities alone will not resolve the dilemma faced by many of these organizations. The authors present a 12-step model to assist managers in nonprofit organizations in determining how to reallocate scarce human and financial resources from non-crucial to truly critical service offerings and in so doing, better meet the needs of their critical constituencies.     

Minimum and preferred entry qualifications and training provision for North Australian workers

This paper reports on the outcomes of a replication study of a survey of British employers that requested information on the qualifications sought when recruiting employees and on subsequent training and development. While the British survey was interested in the uptake and use of the British National Vocational Qualifications, the study reported in this article is primarily focused on the uptake and use of the Australian Qualifications Framework qualifications by North Australian employers. This study was prompted by the skills shortages and recruitment difficulties being experienced by organizations throughout rural and regional Australia. Previous studies have found that vocational qualifications were not valued by UK employers and few employers were encouraging employees to undertake vocational awards. If this is also the case in Australia, it may in part explain problems in recruiting skilled workers. This research clearly demonstrates that employees in regional and rural Australia are seeking to improve their knowledge and skills through vocational training and higher education qualifications. Also, employers are providing access to training and are supporting managerial and professional employees to gain higher educational qualifications. When recruiting all types of worker other than unskilled labourers, the majority of organizations prefer to recruit workers with qualifications. In rural and regional centres, however, a more pragmatic stance of recruiting unqualified employees in some areas is observed. Clearly, employers will attempt to minimize training costs by recruiting skilled employees, but in the end they will have to provide access to training and education to ensure that they have a skilled workforce that can deliver essential services and products.     

Creating disciples: The transformation of employees into trainers

Business realities demand that organizations place a strategic emphasis on developing knowledge workers and becoming a learning organization. Numerous programs of organizational change and renewal must also be undertaken to keep firms competitive. This requires ongoing training for all employees to succeed in today's global marketplace. While external consultants and professional staff are often called upon to provide this training, many organizations are turning to their own employees as an effective, lower cost alternative. There are several benefits to using this strategy, but significant support must be provided to realize these benefits. Herein, we describe a systematic process to turn novice employee trainers into a powerful force for organizational change. By transforming employees into disciples, organizations can give training the impact it needs.     

Using performance management to win the talent war

The talent war is a 21^st-century reality whereby organizations of all sizes, across all industries, compete to hire and retain scarce human capital. The talent war is fierce because there are few individuals within each industry who are considered top human capital such that there is not enough to go around, and these top performers generate a great deal of revenues, profit, and overall success for their organizations. In this installment of Human Performance, we describe the nature of the talent war and reasons why winning it is crucial for organizational competitiveness, sustainability, and survival. We discuss how implementing a performance management system can help organizations win the talent war by retaining these coveted top performers. Specifically, we offer the following research-based recommendations for using performance management to (1) create and maintain individualized developmental plans; (2) ensure that work is challenging, interesting, and meaningful; (3) provide clear advancement opportunities, and (4) implement contingent rewards. Implementing these recommendations can turn performance management into an effective tool to retain top talent and prevent competitors from stealing a firm's crucial source of competitive advantage.     

Mature micro-firms and their experience of funding shortages

Funding shortages are analysed in the context of a simple neoclassical model of the micro-firm that uses financial capital for its operations. It predicts that a response to funding shortages is to substitute part-time workers for full-time workers, under the assumption that the latter are the more financial capital intensive employees. The experience of funding gaps in finance capital by long-lived micro-firms is investigated using data which were obtained by telephone interviews. The micro-firms examined had an average size of six full-time and two part-time workers, and an average age of fifteen years. Using probit estimators of the probability of experiencing funding shortages it is found that a strong and significant negative association exists between the number of part-time workers and the probability of experiencing funding shortages, refuting the simple neoclassical hypothesis, and suggesting an alternative hypothesis, emphasising the flexibility advantages of part-time embloyees in averting funding shortages. A ten per cent increase in part-time employees is shown to reduce the probability of experiencing funding shortages by two and a half per cent. A regional effect was also discovered, and bivariate probits gave results which were consistent with univariate probits.Professor in Economics and Director of the Centre for Research into Industry, Enterprise, Finance and the Firm (CRIEFF), University of St Andrews.     

Worker Autonomy and the Drama of Digital Networks in Organizations

This essay considers the impact of digital networks in organizations on worker autonomy. Worker autonomy, the control that workers have over their own work situation, is claimed in this essay to be a key determinant for the quality of work, as well as an important moral goal. Digital networks pose significant threats to worker autonomy as well as opportunities for its enhancement. In this essay, the notion of worker autonomy is analyzed and evaluated for its importance and moral relevance. It is then considered how digital networks both threaten worker autonomy and offer opportunities for its enhancement. Three major opportunities (enhanced communicative powers, increased informedness, teleworking) and threats (electronic monitoring, task prestructuring, and dependency creation) are discussed and analyzed. Finally, the dynamics that determine the impact on worker autonomy of the introduction of a digital network in organizations are investigated. A particular model for analyzing these dynamics and their impacts, Bryan Pfaffenberger's model of a technological drama. It will be illustrated how this model illuminates these dynamics by analyzing them as a dialectic of strategies of technological regularization by design constituencies and technological adjustment by impact constituencies. It will also be assessed what role network design has in this process.     

The under-reported impact of age discrimination and its threat to business vitality

The Age Discrimination in Employment Act (ADEA, 29 USCA, 621) is credited with helping eliminate many blatant forms of age discrimination in employment. For example, before the ADEA was enacted 37 years ago, it was common for employment ads to list age limitations, indicating people over 40 need not apply. Across the board, mandatory retirement policies went unchallenged. Despite advancements in these areas since the founding of the Age Discrimination in Employment Act, it remains to be seen whether the ADEA has completed the job it set out to do. Has it proven to be an effective tool for eliminating the unreasonable prejudices that make it difficult for older workers to achieve their full potential? Has it provided adequate compensation for victims of discrimination? The following article takes a snapshot of the current work environment to gain a perspective. Based on extensive interviews with academics, employment lawyers, advocates for older workers, and older workers themselves, it reveals the need for reforms. It finds that, in a legal environment slanted toward employers, older workers continue to face bias and stereotyping, that most victims of discrimination are not made whole, and that society's lack of concern for this type of discrimination may prove more costly in the future as employers look more to older workers to fill projected workforce gaps.     

Separating fads from facts: Lessons from The Good, The Fad, And The Ugly

Management fads present executives with an interesting paradox. With the benefit of hindsight, many fads appear silly. Yet, it seems that as each management fad falls out of favor, a new fad emerges and gains legions of devoted followers. Our short graphic novel, The Good, The Fad, And The Ugly, illustrates the difficulty of separating fads from facts. Although fads are remembered with scorn, they generally contain an important element of truth about organizations. One implication is that executives need to recognize and leverage the merit offered by a fad without viewing the fad as the solution to all organizational challenges. We apply this notion to the graphic novel format, and argue that graphic novels should be viewed as one tool among many for effectively communicating with today's employees.     

Legally astute managers as a source of value in organizations

The legal and compliance departments in organizations have more influence than ever before. Why then are companies so vulnerable to legal liability? The problem may not be with talented legal professionals, but with the lack of legal knowledge held by MBAs and other business school graduates that make day-to-day decisions in modern organizations. Firms can close this knowledge gap and minimize legal liability by training their managers in legal astuteness—the ability of a manager to address legal issues successfully—by instilling four essential traits: respecting the rule of law, recognizing legal issues, resolving problems proactively, and reporting complex legal issues to experts. Job candidates should also be screened for traits of legal astuteness. A legally astute candidate, especially a graduate of a business school that requires legal education for all its students, can be a cultural ambassador for legal astuteness and a valuable liaison between legal and compliance departments and the candidate’s functional area. A legally ignorant candidate will require significant training and a frank assessment of the legal risk they bring to the organization. Modern firms in today’s legal environment face two choices: hire a legally astute manager now or deal with a compliance headache later.     

Critical Events in the Ethics of U.S. Corporation History

The history of corporations in the United States (U.S.) is much older than the country, as it must be understood in the context of the history of peoples of Europe who eventually dominated the North American continent in the seventeenth and eighteenth centuries. These European settlers came, in part, to achieve economic prosperity for themselves and, in many cases, for early forerunners of the modern corporation. These business organizations had predecessors in Europe millennia earlier as ancient Romans had developed a functional and successful form of corporation for the purpose of conducting commerce in the Roman Empire. In the decades that followed the founding of the U.S. in 1776, corporations evolved from rare, small, closely controlled business organizations with a multitude of restrictions to very large, very powerful modern institutions that enjoy many of the legal rights of humans. With this evolution came ethical issues, as (1) the ethical distance was altered between corporate decision-makers and those affected by those decisions, and (2) many of the legal rights of individual humans were extended, through litigation, to corporations. This article explains the historical development of the U.S. corporation and identifies 20 Critical Events in the Ethics of Corporation History (CEECH). An understanding of these historical events may facilitate comprehension of many of the current ethical issues associated with a legal organizational form that profoundly affects business and society.     

Global talent management: Literature review,integrative framework,and suggestions for further research

The environment for most organizations today is global, complex, dynamic, highly competitive, and extremely volatile, and is likely to remain so for years to come. In addition to these external conditions, most organizations are also facing several global challenges including those related to: talent flow; the managing of two generations of employees, viz., older or mature workers and younger workers; and a shortage of needed competencies. One major result of these challenges for organizations is that they have to be global and that they have to be systematic in managing their human capital if they wish to have any hope of gaining and sustaining a competitive advantage in the years ahead. Many human resource practitioners and consultants (HR professionals) are now recognizing this, especially those that operate globally, the multinational enterprises. Academics are also showing a strong interest as evidenced by their work in the new area referred to as “global talent management”. In this article we review that academic work and attempt to organize that literature by creating an integrative framework for understanding and advancing further research in global talent management. To guide this research our framework highlights several selected challenges in global talent management, and several drivers of those challenges. It also highlights the potential role of IHRM activities in addressing those selected challenges. A discussion of possible criteria of global talent management effectiveness completes the framework. Hopefully this integrative framework may guide further academic research on global talent management and might also inform the work of HR professionals.     

Putting sport into organizations: The role of the accountant

This paper examines how organizations can promote in their employees similarly high levels of interest, motivation, and fun that participants in sports commonly experience. Particular emphasis is placed on the role accountants can play in using what this paper terms hygiene and elevating factors. Hygiene factors ensure the fair and transparent recording of financial events; without them, the sport of work cannot occur. Elevating factors allow employees to experience their work as fun and enjoyable, and ultimately provide the basis for a high-quality game of work. In helping to put sport into work, accountants will find themselves creating systems that go well beyond what they have done in the past, and dismantling some of the systems they once worked so hard to construct and oversee.     

Competencies: Alternative frameworks for competitive advantage

Competencies in organizations can be broadly classified as employee-level and organizational-level. Since organizational-level competencies are embedded in employee-level competencies, the identification of the latter is important for organizations interested in using competencies to achieve competitive advantage. In this paper, we present a model of employee competencies as a means to organizational competitiveness and discuss various frameworks for identifying employee competencies. In addition to the traditional frameworks, which are more suitable for organizations functioning in a static environment, we offer two alternative frameworks that can be useful in identifying competencies in a dynamic organizational environment. Once appropriate employee-level competencies are identified, a competency-based human resource system can be implemented to ensure that employees actually do possess the identified competencies.     

我国发达地区农民工短缺问题归因论

本文认为,目前我国发达地区出现农民工短缺问题,主要有三大因素:一是多年来农民工的工作环境没有得到改善;二是企业对劳动力的需求扩张;三是劳动力素质结构不能满足产业结构升级的需要。要解决这一问题,当务之急是要加大农民工的培训与保障力度,提升其专业技能与素质。文章提出,企业要与农民工签订长期合同,减少农民工季节性打工和劳动力回流费用,加强职业技能培训;政府要大力发展面向农民工的非学历中等职业教育,改善农民工的工作环境和条件,将农民工纳入社会保障体系,解决好农民工的子女教育问题。     

Helping workers understand and follow social media policies

While social media can have significant benefits for organizations, the social media presences and postings of employees can be problematic for organizations. This is especially true when employees have connections to co-workers and managers. Workers posting content deemed inappropriate or detrimental to the organization has led to a significant number of workers being fired for their social media behavior. To avoid such situations, organizations should create social media policies to guide employee content. Organizational implementation of social media policy is on the rise, but serious questions remain as to how to make it effective. One crucial question is how well employees know and understand their employer's policy. In this article, we discuss how to communicate social media policies to workers and help their understanding. To inform our recommendations, we draw on exploratory data from a sample of young adult workers regarding their knowledge of their own company's social media policies.