Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

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Table 17: Establishments studied in Western Germany in autumn 2006/spring 2007 ALIAS SECTION of econ. activity (based on main activity) acc. to ISIC No. of EMPLOYEES in 2005 (*=incl. apprentices) % of workers „50 PLUS“ in 2005 Firm DE-1 Public Administration 1,939 (2006) 32.2% 46-55 years 13.5% 56-65 years (2006) AVERAGE AGE of workers in 2005 FINANCIAL CONDITION at the end of 2005 INTERVIEWEES OTHER qualitative data 43.9 years (2006) profit of 1.258 million € same 2 HRM, 2 WCM short talks with two other HRMs Firm DE-2 Financial Intermediation 921 19.5% 41.5 years profit of 28 million € HRM, WCM Firm DE-3 Man. of Basic Metals 3,528 22% 41.8 years profit of 137.744 million € 2 WCM, HRM factory tour Firm DE-4 Compulsory Social Security 377 12% aged 51+ 38.9 (2006) profit of 7.7 million € other HRM, WCM office tour Firm DE-6 Man. of Food Products and Beverages Firm DE-7 Man. of Food Products and Beverages 660 25.2% 42 years profit of 8.4 million € (group results) 1,153 (2006) 22.3% 39.4% at age 45+ (2006) 43.2 years (2006) confidential; world-wide: operating companies´ income of 1,122 million € WCM, HRM other HRM via phone, WCM Firm DE-8 Man. of Food Products and Beverages 432 (2006)* 27.5% aged 51+ (2006) 44 years (2006) a.a. WCM shortly via phone, HRM Firm DE-9 Man. of Food Products and Beverages n.s. (3,000 Germanywide in 2006) n.s. n.s. confidential; world-wide: profit of 2,198 million € Firm DE-10 Man. of Transport Equipment 13,515 (2006) n.s. 43.6 years deficit of 505 million € HRM, WCM short talk with another HRM about f. training Firm DE-11 Man. of Food Products and Beverages (two sites) Firm DE-13 Electricity, Gas a. Water Supply (group) 2 WCM 791 (2006) 35% (2006) ca. 40-42 years confidential (probably profit) 2 WCM & HRM 2,490 (2006)* 24% aged 51+ (2006) 43 years (2006) profit of 86.6 million € 2 WCM, HRM 4 focused/expert interviews with other persons (2*WCM, 2*HRM) Firm DE-14 Man. of Transport Equipment 829* 39.1% aged 51+ 47 years profit of 7.745 million € (Germany-wide) 2 other HRM, WCM short talk with 3rd HRM In Firm DE-5, a second interview could not be conducted due to the involvement of contact persons in the preparation of personnel reductions. In Firm DE-12, former contact persons (HRM) had left and their successor did not regard herself an expert on ageing matters. The chairman of the works council could not be interviewed due to long-term illness, and his deputy had little knowledge on the company due to short tenure. HRM of Firm DE-9 was not available at the arranged date for a telephone interview and evaded further requests. 133
At aggregate level, the existence of a regulation on the early retirement scheme in the firm is closely correlated with personnel reductions (Klammer 2003: 45). Upon the inception of the pre-retirement scheme in Germany, the issue of ´ humanisation of working life´ was the goal, but later on, this overlapped with the goal to reduce unemployment (Ebbinghaus 2002: 165-7). The Law on the Early Retirement Scheme defines as goals the “gradual parting from work into retirement” and the “hiring of an otherwise unemployed person”. The actual practice could not be farther away. In the studied firms, the part-time model of ATZ was used only in a few cases. The reasons for the low utilisation were the low spread of part-time workplaces, the need of the firms to get the workers “off the head count”, and the wish of the workers for a “clean cut”. A former apprentice or an unemployed worker were hired only in those firms which did not conduct personnel reductions; accordingly, only in few cases was the establishment reimbursed for the costs. Despite the rare utilisation of the part-time model, employers regard the early retirement scheme as an instrument for a “gradual transition into retirement” (as reads, inter al., the preamble to the works council agreement in Firm DE-14) due to the fact that the worker stays in the firm for the first half of the ATZ contract (instead of exiting directly as in the case of pre-retirement or an old-age pension), has time to accommodate to early exit, and the firm has time to plan the succession. An interesting example of another early exit option is the sectoral agreement on preretirement schemes in the private banking sector. It allows for exit at the age of 58 years for women (which afterwards take up the old-age pension for women) and at the age of 61 years for men (with subsequent receipt of the seniority pension). An additional works council agreement on ´pre-pre-retirement´ in Firm DE-2 allows exit as early as four years prior to retirement age. For the purpose of personnel reductions, another works council agreement was concluded which stipulated the entry into the ´special pre-retirement scheme´ at the age of 53 in the case of women and at the age of 55 or 56 in the case of men (with subsequent take-up of the old-age pension for the severely handicapped or the longterm insured). In individual cases (as I learnt at the second interview in 2006), preretirement schemes with a duration of up to 12.5 years were negotiated. The use of pre-retirement schemes for personnel reductions in the bank (146 of 245 reduced jobs in total) was possible only due to co-operation on side of the workers. The personnel manager estimates that in 80 per cent of cases, pre-retirement was initiated by the 134
Page 1 and 2:
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
Page 49 and 50:
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
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3.2.2. Overview of Changes in Labou
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criteria of what jobs are they are
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With regard to the legal and collec
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Figure 4: Inflows of men into the p
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of the average retirement age by on
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Figure 8: Employment rates of older
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Institutional changes have also had
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environment, prevention of health i
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urdens of the workforce and suggest
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ased on social insurance and their
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Moreover, “pensions of persons wo
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granted to unemployed women aged 58
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not promote a prolongation of worki
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education vouchers for workers 45+
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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
Page 99 and 100: preferred way of exit due to easy a
Page 101 and 102: espective constituency and inhibits
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 and 114: fact in Germany rather than in Pola
Page 115 and 116: 2) the supply-side orientated inter
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: publicly owned firms (Firm DE-1, Fi
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
Page 165 and 166: with a health management professor
Page 167 and 168: only limited impact (and interest)
Page 169 and 170: those who cannot was reported by fi
Page 171 and 172: I made out some forms of irrational
Page 173 and 174: Another result of my studies, which
Page 175 and 176: sections of this work. At aggregate
Page 177 and 178: Table 20: Establishments studied in
Page 179 and 180: 4.3.2. Overall human resource manag
Page 181 and 182: wages, jubilee awards, or a longer
Page 183 and 184: dominate over measures which treat
Page 185 and 186: education, computer literacy, knowl
Page 187 and 188: the recruitment practice. In the ab
Page 189 and 190: To sum up, applicants over 50 are t
Page 191 and 192: training is provided for persons
Page 193 and 194: 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
Page 251 and 252:
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
Page 267 and 268:
Rustemeyer, Ruth, 1992: Praktisch-m
Page 269 and 270:
Stettes, Oliver, 2007: Impact of Co
Page 271 and 272:
Weitbrecht, Hansjörg, 2003: „Hum
Page 273 and 274:
Annex A: Interview Guidelines (Exam
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early retirement scheme, freeze on
Page 277 and 278:
Annex B: Short Firm Questionnaire (
Page 279 and 280:
Annex C: Constructing Firm Typologi
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