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The Aging Workforce: A Case Study

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Business Ethics comprises the principles, values and standards that guide behaviour in the world of business (Ferrel, Fraidrich, 2013). Business Ethics looks at managerial decision making areas like choices about our economic and social issues outside the domain of law. “Demographic and social environment continues to change as national boundaries experience the effects of globalization and workforce becomes more diverse,” (Weiss, 2014). The dynamics of the changing workforce includes the aging workforce, generational differences, increase of women in the workplace, educational gaps, minorities becoming majorities and the increase in demand for the skills of disabled workers.

The Aging Workforce
The aging workforce is largely the result of …show more content…

Generation X also known as Baby Busters are those born between 1965-1981, they comprise of 41 million members. They were born during the technological evolutions and advancements; with extension corporate scandals. Weiss, 2014 stated “they came from a time of high national debt and bleak job markets.” They typically held entry level jobs where they were referred as the “McJob” generation. Only until the Baby Boomers retire then the Baby Busters can have more opportunities in the workforce. “The combination of limited supply of younger workers, high illiteracy among many new workforce entrants and demand for skills fuelled by technological change has resulted in a whole new workplace dynamic for this generation.” Look for …show more content…

Persons associate having an aging workforce means less productivity and also persons becoming less technologically inclined. Under the aging workforce, it is important to consider Age Discrimination in Employment Act (ADEA) 1967. This Act, “prohibits employers from discriminating against individuals based on their age (between ages 40 and 70) in hiring, promotions, terminations, and other employment practices,” (Weiss, 2014). The ADEA was amended in 1987 after the banning of a fixed retirement age; this act also extends to the younger

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Julie Hanus wrote the “The Kid in the Corner Office” which made many assumptions about our generation in the workplace. She simply thinks that we are self-centered and generally only think about instant gratification and ourselves. Which she believes makes us near useless in the workplace, because we are afraid of taking risks. She also believes that our generation has become one that skips from job to job in search of more praise from management. Counter to this Hanus states that our generation is loyal to our employers.

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It is common for people to assume younger people have poor grammar because of the rise in text messaging and social media. The simple language is appropriately directed towards younger employees and the language stays consistent throughout the article. The tone of the piece is very energetic and enthusiastic. Wein’s uses this tone to show passion and how strongly he believes in the subject to convince the readers of this

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Members of Generation X were children during a time of shifting societal values and as children were sometimes called the "latchkey generation", due to reduced adult supervision compared to previous generations, a result of increasing divorce rates and increased maternal participation in the workforce, prior to widespread availability of childcare options outside of the home. As adolescents and young adults, they were dubbed the "MTV Generation" (a reference to the music video channel of the same name) and characterized as slackers and as cynical and disaffected. Some of the cultural influences on Gen X youth were the musical genres of grunge and hip hop music, and indie films. In midlife, research describes Gen X adults as active, happy, and

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In modern society the work force, mainly consists of middle aged-old age employees. The reasonings behind this change is because as the life expectancy rises, so does the age of retirement and employers requiring a higher level of education for an entry level position. As employees realized the costs of living had risen and that they'd live longer, they figured that they’d need to retire at a later age than before. This prevents positions from opening for other job seekers. As the demand for employment rose so did the expectations of employers.

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Millennials are people born in the 1980s or 1990s, also known as members of Generation Y. By many, this generation is viewed as dumb, lazy, and incoherent. Despite all of these accusations, after reading numerous sources, it is evident that the claim that the under-thirty generation is the “dumbest” is inaccurate because Generation Y has to adapt to more things at a quicker pace, has a financial struggle that is almost unbearable for young adults, and has to compete with other ambitious job applicants for the same position. To begin, in “The Value of Millennials: That’s my generation” by Claire Whitley, it is inarguable that Millennials have to overcome and adapt to more unexpected changes and developments than generation X had to. Many

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Persepolis doesn 't portray just one theme, but multiple. Including the themes such as revolution, imperialism, and nationalism. There were also other themes such as loss of innocence and danger. The main character isn’t just another girl who lived in Iran during the war. She was 10 years old when the war began, but unlike a common 10 year old, she cared about what was going on in her country.

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There are a number of socioeconomic issues this condition creates. One is that the growth of an economy is predicted by economists using two statistics, the size of the workforce and its level of productivity (Hoagland, 2017, p.17). In advanced economies, as the population moves to a higher concentration of older adults, a larger percentage of the workforce retires and is not replaced, shrinking the size of the workforce. Unless these workers are replaced through immigration or productivity increase offset this decline in workforce size, the economy will contract. One other factor that may influence the size of the workforce is young adults entering the workforce.

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Different generational cohorts bring a variety of value sets and traits that have to be accounted for when dealing with employees from different generations. Studies show that different generations hold different expectations and value different aspects of their job (Eisner, 2005; Lancaster & Stillman, 2002; Macky, Gardner, Forsyth, Dries, et al., 2008; Smola & Sutton, 2002). Based on the work of Kupperschmidt (2000), Strauss and Howe (1991) and Mannheim (1952), we define a generation as a group of people or cohort that share birth years, significant experiences of life events and therefore mutual value sets. In this study, belonging to a generation covers the physical existence in a certain period, the experience of the same events as well

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Implementing training programs where all generations can learn about each other’s differences can help employees understand how and why each generation works. Workshops in which multigenerational workforces can share work experience and mentor each other can assist in creating a sense of community and a supportive environment where employees can be open and share their ideas an collaborate with each other in order to better their organization. Millennials are perceived as being disloyal and quick to search for new employment when they unhappy in their work environments, but due to starting their careers during times of recession, Millennials try to maintain their roles in the workplace to remain financially stable. The main reason for turnover among Millennials is a result of exclusion, slow growth within the workplace, and limited development opportunities. Finding gratification and meaning to their work is important to Millennials so that they can excel and be productive in the workplace that is supportive of their work.

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