Choosing the legal retirement age in presence of unemployment

2012 ◽  
Vol 78 (1) ◽  
pp. 5 ◽  
Author(s):  
Georges Casamatta ◽  
Caroline De Paoli
Keyword(s):  
Retirement Age ◽  
Legal Retirement Age

Adjustment of Legal Retirement Age in Chinese Mainland

2011 ◽  
Vol 422 ◽  
pp. 684-687
Author(s):  
Shi Bin Song ◽  
Qi Song ◽  
Xiao Jun Xue ◽  
Yun Wan
Keyword(s):  
Labor Market ◽  
Life Expectancy ◽  
Population Aging ◽  
Supply And Demand ◽  
Chinese Mainland ◽  
Retirement Age ◽  
Demographic Dividend ◽  
Factors Affecting ◽  
Per Capita ◽  
Legal Retirement Age

With the coming rush of population aging and the termination of the demographic dividend, the question on the extension of the legal retirement age is becoming a hot topic in the community. This paper analyzes factors affecting retirement age，such　as demographic dividend, life expectancy, years of education per capita, supply and demand situation in labor market. From these factors, reasonable quantitative reference standards can be introduced.

scholarly journals Employees’ Longer Working Lives in Europe: Drivers and Barriers in Companies

2020 ◽  
Vol 17 (5) ◽  
pp. 1658
Author(s):  
Andrea Principi ◽  
Jürgen Bauknecht ◽  
Mirko Di Rosa ◽  
Marco Socci
Keyword(s):  
Working Conditions ◽  
Older Workers ◽  
Early Retirement ◽  
Working Life ◽  
Retirement Age ◽  
European Level ◽  
The Public ◽  
Working Lives ◽  
Market Factors ◽  
Legal Retirement Age

This paper identifies, within companies’ sectors of activity, predictors of Human Resource (HR) policies to extend working life (EWL) in light of increasing policy efforts at the European level to extend working life. Three types of EWL practices are investigated: the prevention of early retirement (i.e., encouraging employees to continue working until the legal retirement age); delay of retirement (i.e., encouraging employees to continue working beyond the legal retirement age); and, recruitment of employees who are already retired (i.e., unretirement). A sample of 4624 European organizations that was stratified by size and sector is analyzed in six countries. The main drivers for companies’ EWL practices are the implementation of measures for older workers to improve their performance, their working conditions, and to reduce costs. In industry, the qualities and skills of older workers could be more valued than in other sectors, while the adoption of EWL practices might be less affected by external economic and labor market factors in the public sector. Dutch and Italian employers may be less prone than others to extend working lives. These results underline the importance of raising employers’ awareness and increase their actions to extend employees’ working lives by adopting age management initiatives, especially in SMEs, and in the services and public sectors.

Proposing a Diversity Intelligence Training Framework for Leaders and Managers to Attract, Maintain, and Balance Mature Workers

2022 ◽  
pp. 303-323
Author(s):  
Sheron Lawson ◽  
Claretha Hughes
Keyword(s):  
Learning Theory ◽  
Learning Outcome ◽  
Learning Processes ◽  
Discovery Learning ◽  
Retirement Age ◽  
Effective Supervision ◽  
Legal Retirement Age ◽  
Mature Workers

The workforce is becoming more diverse with the increasing number of mature workers delaying retirement and working beyond the legal retirement age. Retaining mature workers in organizations can be challenging. Training leaders and managers in diversity intelligence (DQ) has the potential to lead to better and more effective supervision of diverse employees. Competent and skilled managers and leaders who are trained in DQ will be more able to help in the attracting, retaining, and balancing mature workers. The chapter proposes using the three learning processes of enactive, iconic, and symbolic from Bruner's discovery learning theory to teach leaders and managers DQ. The learning outcome is that managers will become mentors and coaches who are equipped to use goal-oriented and transformative processes to supervise the independent, motivated, and proactive adult workers.

scholarly journals Postponing the legal retirement age

SERIEs ◽  
2010 ◽  
Vol 1 (3) ◽  
pp. 357-369
Author(s):  
Juan A. Lacomba ◽  
Francisco Lagos
Keyword(s):  
Retirement Age ◽  
Legal Retirement Age

Proposing a Diversity Intelligence Training Framework for Leaders and Managers to Attract, Maintain, and Balance Mature Workers

2020 ◽  
pp. 1-27 ◽  
Author(s):  
Sheron Lawson ◽  
Claretha Hughes
Keyword(s):  
Learning Theory ◽  
Learning Outcome ◽  
Learning Processes ◽  
Discovery Learning ◽  
Retirement Age ◽  
Effective Supervision ◽  
Legal Retirement Age ◽  
Mature Workers

The workforce is becoming more diverse with the increasing number of mature workers delaying retirement and working beyond the legal retirement age. Retaining mature workers in organizations can be challenging. Training leaders and managers in diversity intelligence (DQ) has the potential to lead to better and more effective supervision of diverse employees. Competent and skilled managers and leaders who are trained in DQ will be more able to help in the attracting, retaining, and balancing mature workers. The chapter proposes using the three learning processes of enactive, iconic, and symbolic from Bruner's discovery learning theory to teach leaders and managers DQ. The learning outcome is that managers will become mentors and coaches who are equipped to use goal-oriented and transformative processes to supervise the independent, motivated, and proactive adult workers.

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