Dissertation_Paula Aleksandrowicz_12 ... - Jacobs University

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Firm PL-14 Man. of Transport Equipment 510 n.s. (43% aged 40+) Firm PL-15 Man. of Transport Equipment 521 21.1% at age 51+ 40.7 years – women, Firm PL-16 Man. of Food Products and Beverages 42 years (2004) Limited liab. comp.; private ownership* 38.2 years - men Limited liability company, private ownership* 215 22.8% at age 51+ n.s. Stock corporation; private ownership Firm PL-17 Electricity, Gas a. Water Supply 783 26.5% at age 51+ ca. 45 years (2004) Stock corporation, mixed private/public* Source: corporate data; GUS 2005, 2007 * = less than -1% employment decline, resp. below +1% employment growth positive No (but in 2002-03) HRM, factory tour; TU refused slightly positive* Yes (seasonal adjustments HRM/TU slightly negative* No (only till 2002) HRM/TU negative Yes HRM/TU 167
4.3.2. Overall human resource management strategy In this section, I will describe the general direction of personnel policies with regard to older workers in Polish firms. I will describe how Polish companies react to demographic ageing, whether some of them have a strategic orientation in HRM and how the transition of the Polish economy and subsequent privatisation has changed personnel policy. I will start with the definition of ´older workers´ applied by the interviewees in company practice, and report which faults or virtues the interviewees associated with that group of workers. Most firm experts define older workers by their calendar age; the age thresholds ranges from 40, through 45, 50, and 55 to 60. Other definitions centred on the tenure of workers, ranging from 15 years – which is in line with the legislative requirement when applying for early retirement pension available to persons who have worked on health-harming workplaces – to 30 years. Several persons understood older workers as carriers of firmspecific know-how. Quite often, the interviewees defined older workers in relation to requirements at the workplaces in their firm – in terms of job-specific productivity of which they observe older workers to fall short, or in terms of harmful working conditions which cause early wear and tear and make a worker age quicker. The interviewees argued in terms of declining productivity of older workers and their shortened period of ´usability´. That was most evidently expressed by the personnel manager from a metal- and machine-manufacturing company: “If one takes into account the conditions in which he works, and the effort connected with his work, possibly harmful factors at those workplaces, then that age limit is lower, it is lower – I mean here the chances of deploying a manufacturing worker” (Firm PL-6_HRM). In this argument, two points deserve more attention. Firstly, the deterioration of health and the declining usefulness for the firm is seen at the same time as an process internal to the firm (as happening at certain harmful workplaces) and external to it (as seemingly inevitable and which cannot be prevented by the firm). Secondly, it was an argument starkly in line with the labelling approach which states that older workers are assigned generalised opinions about their declining performance (Kohli et al. 1983: 27-8) and with the neo-classical labour market theory based on the deficit thesis of old age (Soltwedel/Spinanger 1976: 276). The negative opinions about older workers were more pronounced than in the case of Germany (see section 4.2.2.), and age-related problems were placed in the opinion of Polish interviewees to a greater extent beyond the sphere of influence of the company. 168
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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
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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
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Figure 9: Annual numbers of recipie
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pensioners decreased by 41 per cent
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Figure 11: Employment rates of olde
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preferred way of exit due to easy a
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espective constituency and inhibits
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Figure 12: Fulfilment of Stockholm
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whom a separate pension system is m
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conducive towards the prolongation
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Due to the negligence in the field
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The position of older workers on th
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fact in Germany rather than in Pola
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2) the supply-side orientated inter
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Difficulties with recruitment of qu
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learning to the needs of older pers
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(Schmidt/Gatter 1997: 168), in Pola
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4.2.1. Presentation of the Studied
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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
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: Table 20: Establishments studied in
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
Page 195 and 196: an occupational safety inspector. B
Page 197 and 198: The internalisation strategy - job
Page 199 and 200: supported with regard to the age of
Page 201 and 202: firms have an even longer protectio
Page 203 and 204: standard retirement age, the option
Page 205 and 206: A striking feature in most firms is
Page 207 and 208: A polarisation in exit preferences
Page 209 and 210: espective improvements in several H
Page 211 and 212: That analysis evidently demonstrate
Page 213 and 214: Figure 13: Procedure of translating
Page 215 and 216: policy, as they have experience on
Page 217 and 218: each firm would be needed. From the
Page 219 and 220: working conditions). Also instituti
Page 221 and 222: of home country nationals in manage
Page 223 and 224: European corporation which is very
Page 225 and 226: Figure 14: Firm typology Firm label
Page 227 and 228: 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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