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Managing an Age-Diverse Workforce

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Cover of 'Managing an Age-Diverse Workforce'

Table of Contents

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    Book Overview
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    Chapter 1 Introduction
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    Chapter 2 The Business Case for an Age-diverse Workforce
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    Chapter 3 Age Discrimination and the Law: Forging the Way Ahead
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    Chapter 4 Situating Age (In)equality within the Paradigm and Practices of Diversity Management
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    Chapter 5 The Relationship between Gender and Age
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    Chapter 6 The Prism of Age: Managing Age Diversity in the Twenty-First-Century Workplace
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    Chapter 7 The Impact of Generational Diversity on People Management
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    Chapter 8 Ageism and Age Discrimination: The Experiences and Perceptions of Older Employees
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    Chapter 9 The Role of Age in Career Progression: Motivation and Barriers to Fulfilment in Older Employees
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    Chapter 10 Younger Academics’ Expectations about Work and Future Employers
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    Chapter 11 Extending Working Life: The Retention of Older Workers
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    Chapter 12 The Importance of ‘Teaching Old Dogs New Tricks’: Training and Learning Opportunities for Older Workers
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    Chapter 13 Health and Well-Being in Older Workers: Capacity Change with Age
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    Chapter 14 The Impact of National Context on Managing Age Diversity: The Cases of the UK and Germany
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    Chapter 15 Working Longer in National Contexts: Comparing Japan and the United States
Attention for Chapter 3: Age Discrimination and the Law: Forging the Way Ahead
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Summary
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Chapter title
Age Discrimination and the Law: Forging the Way Ahead
Chapter number 3
Book title
Managing an Age-Diverse Workforce
Published by
Palgrave Macmillan, London, January 2011
DOI 10.1057/9780230299115_3
Book ISBNs
978-1-349-31663-2, 978-0-230-29911-5
Authors

Jonathan Herring

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