Abstract
Owing to demographic change as well as international and national pressures, organisations will have to abandon oftentimes prevalent youth-centric HRM practices in favour of age-neutral HRM that is inclusive of the entire workforce, regardless of age. In order to do so, organisations turn to ‘best practice’ guides. These, however, do not tend to differentiate recommendations by country and/or sector. Based on research in eight case study organisations in the chemical, steel and retail sectors as well as in public schools in Germany and Britain, this chapter argues that the rationale for and the implementation of age-neutral HRM practices differ by national institutional and sectoral context as well as by the relative influence of social partners. Hence, organisations planning to implement age-neutral HRM should take organisational, institutional and sectoral peculiarities into account when doing so.
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Schroder, H., Flynn, M., Muller-Camen, M. (2011). Rationale for and implementation of age-neutral HRM in divergent institutional contexts – examples from Britain and Germany. In: Boppel, M., Boehm, S., Kunisch, S. (eds) From Grey to Silver. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-15594-9_9
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DOI: https://doi.org/10.1007/978-3-642-15594-9_9
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