After early retirement : the variety of human-resource strategies of firms towards older employees

Over the last years, the employment rate of older workers has increased sharply in Germany. Against this background, the question arose as to whether firms have contributed actively to the growing share of older employees, either by offering special human resource management (HRM) measures, such as...
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Autor*in:	Brussig, Martin - 1967- [verfasserIn] Leber, Ute [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2019

Übergeordnetes Werk:	Enthalten in: Journal for labour market research - Berlin : Springer, 2004, 53(2019), 15 vom: Dez., Seite 1-13
Übergeordnetes Werk:	volume:53 ; year:2019 ; number:15 ; month:12 ; pages:1-13

Links:	Link aufrufen Link aufrufen Link aufrufen Terms of use

DOI / URN:	10.1186/s12651-019-0266-z

Katalog-ID:	1687848009

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topic_title	26 00 DE-206 56 Demographic change 26 00 DE-206 56 HRM 26 00 DE-206 56 IAB Establishment Panel 375 00 DE-B1562 00 (DE-627)545414903 Deutschland 375 00 DE-B1562 01 (DE-627)545411947 Älterer Erwerbstätiger 375 00 DE-B1562 02 (DE-627)545413826 Betrieb 375 00 DE-B1562 50 Personalmanagement After early retirement the variety of human-resource strategies of firms towards older employees Martin Brussig and Ute Leber
topic	26 Demographic change 26 HRM 26 IAB Establishment Panel 375 Deutschland 375 Älterer Erwerbstätiger 375 Betrieb 375 Personalmanagement
topic_unstemmed	26 Demographic change 26 HRM 26 IAB Establishment Panel 375 Deutschland 375 Älterer Erwerbstätiger 375 Betrieb 375 Personalmanagement
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title_full	After early retirement the variety of human-resource strategies of firms towards older employees Martin Brussig and Ute Leber
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title_sort	after early retirementthe variety of human-resource strategies of firms towards older employees
title_auth	After early retirement the variety of human-resource strategies of firms towards older employees
abstract	Over the last years, the employment rate of older workers has increased sharply in Germany. Against this background, the question arose as to whether firms have contributed actively to the growing share of older employees, either by offering special human resource management (HRM) measures, such as further training (internal strategy) or by hiring older employees from the external labour market (external strategy). Our paper analyses the interrelation between both strategies. By using data from the IAB Establishment Panel, we investigate the determinants of the firms’ decision to use one or the other strategy or to combine both strategies. Our analyses show that some factors, such as firm size, experiences with older staff or a shortage of skilled workers promote the decision for both strategies. Other characteristics, in contrast, have a positive effect on one strategy only. This applies in particular to industrial relations, but also to the share of qualified workers within a company.
abstractGer	Over the last years, the employment rate of older workers has increased sharply in Germany. Against this background, the question arose as to whether firms have contributed actively to the growing share of older employees, either by offering special human resource management (HRM) measures, such as further training (internal strategy) or by hiring older employees from the external labour market (external strategy). Our paper analyses the interrelation between both strategies. By using data from the IAB Establishment Panel, we investigate the determinants of the firms’ decision to use one or the other strategy or to combine both strategies. Our analyses show that some factors, such as firm size, experiences with older staff or a shortage of skilled workers promote the decision for both strategies. Other characteristics, in contrast, have a positive effect on one strategy only. This applies in particular to industrial relations, but also to the share of qualified workers within a company.
abstract_unstemmed	Over the last years, the employment rate of older workers has increased sharply in Germany. Against this background, the question arose as to whether firms have contributed actively to the growing share of older employees, either by offering special human resource management (HRM) measures, such as further training (internal strategy) or by hiring older employees from the external labour market (external strategy). Our paper analyses the interrelation between both strategies. By using data from the IAB Establishment Panel, we investigate the determinants of the firms’ decision to use one or the other strategy or to combine both strategies. Our analyses show that some factors, such as firm size, experiences with older staff or a shortage of skilled workers promote the decision for both strategies. Other characteristics, in contrast, have a positive effect on one strategy only. This applies in particular to industrial relations, but also to the share of qualified workers within a company.
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fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">1687848009</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20240413113155.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">200120s2019 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1186/s12651-019-0266-z</subfield><subfield code="2">doi</subfield></datafield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10419/216690</subfield><subfield code="2">hdl</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)1687848009</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KXP1687848009</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-He213)s12651-019-0266-z-e</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Brussig, Martin</subfield><subfield code="d">1967-</subfield><subfield code="e">verfasserin</subfield><subfield code="0">(DE-588)121053423</subfield><subfield code="0">(DE-627)081056141</subfield><subfield code="0">(DE-576)175891303</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">After early retirement</subfield><subfield code="b">the variety of human-resource strategies of firms towards older employees</subfield><subfield code="c">Martin Brussig and Ute Leber</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2019</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Over the last years, the employment rate of older workers has increased sharply in Germany. Against this background, the question arose as to whether firms have contributed actively to the growing share of older employees, either by offering special human resource management (HRM) measures, such as further training (internal strategy) or by hiring older employees from the external labour market (external strategy). Our paper analyses the interrelation between both strategies. By using data from the IAB Establishment Panel, we investigate the determinants of the firms’ decision to use one or the other strategy or to combine both strategies. Our analyses show that some factors, such as firm size, experiences with older staff or a shortage of skilled workers promote the decision for both strategies. Other characteristics, in contrast, have a positive effect on one strategy only. 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After early retirement : the variety of human-resource strategies of firms towards older employees

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