Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

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4. Prolongation of Working Life at Establishment Level In the following chapters, I will present the results of qualitative analyses in German and Polish companies. Beforehand, I will give a literature overview focusing on selected aspects of HRM 43 . with regard to older workers. The overview will present several explanatory variables in the field of personnel policy and show which factors are beneficial and which are detrimental to the integration of older workers on the job. A second function of the overview will be to shed light on the general shape of personnel policy and age management in German and Polish firms in the light of representative surveys. That will serve as a basis for detailed analyses in sections 4.2. and 4.3. based on my firm case studies. In the literature review, I will first show general aspects of HRM and introduce the concepts of ínternalisation´ and éxternalisation´ of older workers. Afterwards, I will focus on the personnel policy field recruitment, further training, health management and employee exit as those constitute in my view the basic levers which decide whether older workers have a chance to enter employment and to be retained. A similar focus is followed by practice-orientated literature on age management (Länge/Menke 2007; Bertelsmann Stiftung/BDA 2003, Morschhäuser 2002, 2005, a.o.). The focus on training and health policy stems from the fact that those two fields of action are core elements of workability (Kerschbaumer/Räder 2008: 38). 4.1. Literature Review 4.1.1. The Role of the Overall human resource management Strategy State policies and shop floor policies towards older workers can be clustered, following Naschold et al. (1994a: 453, 455) and Rosenow/Naschold (1994: 46), in two ideal types: 1) the demand-side orientated externalisation strategy, where “the government offers incentives to firms and workers to transfer the employment-linked risks of older workers to the welfare state system”; the related strategy of firms is to outsource personnel problems to the external labour market by sorting out older workers and/or the recruitment of younger ones; 43 Throughout the study, I will deploy the term ´human resource management´ as synonym to ´personnel policies´, denoting the broad array of tasks performed by the personnel department. As áge management´, I understand ´personnel policy in view of an ageing workforce´ or árenas and measures addressing demographic change´ (Kistler et al. 2006). Those policies may also encompass early retirement. 103
2) the supply-side orientated internalisation strategy based on the ´work for everybody principle´, resulting in an integration of older workers. Firms following that strategy solve personnel adjustment problems on the internal labour market, by adjusting the qualificatory and health potential of the current workforce and securing workplaces. According to Naschold et al. (1994a), Germany follows a marked externalisation strategy where older workers are treated as a flexibilisation resource homogeneously across industrial sectors and production regimes. Firms respond in their policies to incentives set by state actors and social partners. Policies differ between small and large companies, the latter more frequently resorting to regular dismissals and high labour turnover (ibid: 466). Although this study is ten years old, only little has changed in German companies since then (comp. Brussig 2005: 14). The authors propose the following division of personnel policies by their externalising/internalising character (Table 14): Table 14: Firms´ basic employment/retirement strategies internalisation part-time jobs occupational pension partial pension redeployment within enterprise reemployment health and safety measures sheltered jobs anti-discrimination legislation further training/retraining career development age-ing friendly workplaces utilisation of active labour market measures short-time work as alternative to dismissals externalisation age-selective redundancies (possibly accompanied by social plans) active disincentives to older workers financial incentive programme no attempts made to humanise working conditions early retirement after a given number of insurance years retirement provisions linked to overall state or demand for labour retirement linked to health and performance level not filling vacancies after labour turnover disability pensions in case of health impairments Source: Naschold et al. (1994a: 473), Rosenow/Naschold (1994: 48); own modifications and additions. A sustainable personnel policy requires the inclusion of both alleviating measures for older workers with already limited work capabilities, and of preventive measures for workers of all ages (Köchling/Deimel 2006: 115ff), but that prescription is seldom followed in practice. The German IAB Establishment Panel found out that externalising measures like the early retirement scheme were offered most often by the surveyed firms (and more frequently by large firms with 500 and more workers), while internalising measures like further vocational training and age-mixed teams existed in less than the half of firms, and measures directed at older workers only (special equipment of workplaces, lower performance requirements) were offered by a very small faction (Bellmann et al. 2007: 4). 104
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Chances and Barriers for the Prolon
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Acknowledgments I would like to tha
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Table of Contents 1. Introduction 1
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5.2. Determinants at Establishment
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List of Tables Table 1: Crucial pen
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LIST OF ABBREVIATIONS ATZ - Alterst
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older workers, and to preserve thei
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Germany and Poland were chosen as c
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under the factual minimum standards
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Figure 1: Firm-level decisions and
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Figure 2: Decisions and actions wit
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about by profit considerations in t
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concomitantly, the related opportun
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- retirement ages/age limits (Kohli
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In Poland, there exist no in-depth
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workers (´problem group´) and tre
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the view to structural factors and
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The authors sought to analyse wheth
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imposed in Germany, despite being b
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2.4. Explanations at Collective Bar
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2.5. Conclusions The depicted theor
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the development of qualitative meth
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concrete, context-based knowledge (
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I had originally intended to focus
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I chose the software MAXqda for thi
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strategy´, resp. ´muddling throug
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Figure 3: Country-specific analytic
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3.2.1. Overview of Changes in Pensi
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the early retirement scheme, and fi
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pathway, the flexible and partial p
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was utilised already since the late
Page 63 and 64: 3.2.2. Overview of Changes in Labou
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Page 67 and 68: With regard to the legal and collec
Page 69 and 70: Figure 4: Inflows of men into the p
Page 71 and 72: of the average retirement age by on
Page 73 and 74: Figure 8: Employment rates of older
Page 75 and 76: Institutional changes have also had
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Page 79 and 80: urdens of the workforce and suggest
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Page 83 and 84: Moreover, “pensions of persons wo
Page 85 and 86: granted to unemployed women aged 58
Page 87 and 88: not promote a prolongation of worki
Page 89 and 90: education vouchers for workers 45+
Page 91 and 92: force had a low work ethos, low wor
Page 93 and 94: Figure 9: Annual numbers of recipie
Page 95 and 96: pensioners decreased by 41 per cent
Page 97 and 98: Figure 11: Employment rates of olde
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Page 103 and 104: Figure 12: Fulfilment of Stockholm
Page 105 and 106: whom a separate pension system is m
Page 107 and 108: conducive towards the prolongation
Page 109 and 110: Due to the negligence in the field
Page 111 and 112: The position of older workers on th
Page 113: fact in Germany rather than in Pola
Page 117 and 118: Difficulties with recruitment of qu
Page 119 and 120: learning to the needs of older pers
Page 121 and 122: (Schmidt/Gatter 1997: 168), in Pola
Page 123 and 124: 4.2.1. Presentation of the Studied
Page 125 and 126: Firm DE-14 Man. of Transport Equipm
Page 127 and 128: opinions by adding that similar tra
Page 129 and 130: Table 16: Focus of personnel policy
Page 131 and 132: 4.2.3. Recruitment Practice Good pr
Page 133 and 134: egardless of their individual capab
Page 135 and 136: “The movements within the firm -
Page 137 and 138: epresentative or manager). However,
Page 139 and 140: The interview guideline for my firm
Page 141 and 142: tear. However, the externalisation
Page 143 and 144: publicly owned firms (Firm DE-1, Fi
Page 145 and 146: At aggregate level, the existence o
Page 147 and 148: means for „exchanging the old for
Page 149 and 150: Box 4: Good practice in employee ex
Page 151 and 152: combination of the receipt of unemp
Page 153 and 154: where workers cancelled the previou
Page 155 and 156: and the agitation by the works coun
Page 157 and 158: and on the other side, externalisat
Page 159 and 160: severance payment in case of the 58
Page 161 and 162: older workers, without further adju
Page 163 and 164: ationalisation, and foster adaptive
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with a health management professor
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only limited impact (and interest)
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those who cannot was reported by fi
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I made out some forms of irrational
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Another result of my studies, which
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sections of this work. At aggregate
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Table 20: Establishments studied in
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4.3.2. Overall human resource manag
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wages, jubilee awards, or a longer
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dominate over measures which treat
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education, computer literacy, knowl
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the recruitment practice. In the ab
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To sum up, applicants over 50 are t
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training is provided for persons
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Neither hypothesis 2A nor hypothesi
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an occupational safety inspector. B
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The internalisation strategy - job
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supported with regard to the age of
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firms have an even longer protectio
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standard retirement age, the option
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A striking feature in most firms is
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A polarisation in exit preferences
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espective improvements in several H
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That analysis evidently demonstrate
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Figure 13: Procedure of translating
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policy, as they have experience on
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each firm would be needed. From the
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working conditions). Also instituti
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of home country nationals in manage
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European corporation which is very
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Figure 14: Firm typology Firm label
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The qualitative support for the hyp
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eacted to pension reforms which sou
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Germany are more successful in prot
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older workers, but I nevertheless u
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5. Barriers and Opportunities for P
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At firm level, the neo-classical la
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go policies´ (Schömann 2006: 135)
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differences in EU impact are visibl
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prevention does not play a role yet
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from coal heating to gas and oil, r
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innovative ideas of work-life balan
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term orientated, personnel policy r
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Badura, Bernhard; Schellschmidt, He
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Brown, Halina Szejnwald; Angel, Dav
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Dunn, Suzanne, 2005: “Effective S
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Frerichs, Frerich; Bögel, Jan (eds
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Heidenreich, Martin, 1991: "Verallg
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Kistler, E.; Ebert, A.; Guggemos, P
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Marstedt, Gerd et al., 2003: Alt we
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etrieblicher Personalpolitik und st
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Rustemeyer, Ruth, 1992: Praktisch-m
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Stettes, Oliver, 2007: Impact of Co
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Weitbrecht, Hansjörg, 2003: „Hum
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Annex A: Interview Guidelines (Exam
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early retirement scheme, freeze on
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Annex B: Short Firm Questionnaire (
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Annex C: Constructing Firm Typologi
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