As the population ages, changes in employment relationships are likely to occur. They include a good
work attitude, increased understanding and commitment to quality, flexible schedules and reduced
hours, phased retirement, low turnover, more old age training, resistance to new technologies, and
difficulty getting jobs among young graduates. In the case study, Dale Sweere has seen the benefits of
having an older workforce and actively recruits them (Robbins & Judge, 2019). They are quicker and fit
into the organization due to a good work attitude, high understanding, and commitment to quality.
According to Robbins & Judge (2019), Cornelia Gamlem supports having an older workforce claiming
that they are the most preferred by government contractors, consultants, and financial firms.
Due to age, work schedules become more flexible, and working hours are reduced. Encode career or
unretirement have shown that older people embrace flexibility, including positions that allow working
from home (Robbins & Judge, 2019). These positions include customer service, which involves
responding to customer messages. Unretirement also linked the older workforce with additional
education through training. Silver entrepreneurs in Japan, for instance, have benefited from Japan’s tax
credit for older workers.
Despite the benefits of having older workers in an organization, new ideas, technologies, and methods
get resisted since the workforce uses older production methods. Similarly, young graduates will have to
fight with older people for positions which can increase the unemployment rate among young
individuals.
