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dc.contributor.authorMartin, Gregory
dc.contributor.authorDymock, Darryl
dc.contributor.authorBillett, Stephen
dc.contributor.authorJohnson, Greer
dc.date.accessioned2017-07-13T02:30:54Z
dc.date.available2017-07-13T02:30:54Z
dc.date.issued2014
dc.date.modified2013-11-12T23:07:03Z
dc.identifier.issn0144-686X
dc.identifier.doi10.1017/S0144686X12001432
dc.identifier.urihttp://hdl.handle.net/10072/54288
dc.description.abstractWorkplaces, managers and employers who are seeking to maintain the standing, capacities and productivity of their workplaces are now facing two crucial facts: (a) an ageing workforce and (b) all workers, regardless of age, need to adapt to the changing requirements for workplace performance. These facts mean that managers and supervisors need to confront issues found in the changing demographics of their own workforce. That is, as the portion of workforces aged over 45 years (i.e. older workers) increases, it is these workers who are available to be employed, and supported in sustaining their ongoing employability. To address these issues requires understanding of particular workers' capacities and aspirations and then acting to develop further their capacities based on new understanding, and rebutting social sentiments about these workers that are often value-laden, contradictory and biased. The case here is made through drawing on literature and analyses of interview data of Australian managers of older workers, that the current logic of management relies upon deeply held and widely shared beliefs of age-blind meritocracy and equal opportunity rather than informed views.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent592305 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherCambridge University Press
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom992
dc.relation.ispartofpageto1018
dc.relation.ispartofissue6
dc.relation.ispartofjournalAgeing and Society
dc.relation.ispartofvolume34
dc.rights.retentionY
dc.subject.fieldofresearchOther education not elsewhere classified
dc.subject.fieldofresearchCommerce, management, tourism and services
dc.subject.fieldofresearchHuman society
dc.subject.fieldofresearchPsychology
dc.subject.fieldofresearchcode399999
dc.subject.fieldofresearchcode35
dc.subject.fieldofresearchcode44
dc.subject.fieldofresearchcode52
dc.titleIn the name of meritocracy: managers' perceptions of policies and practices for training older workers
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 2013 Cambridge University Press. The attached file is reproduced here in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.date.issued2013
gro.hasfulltextFull Text
gro.griffith.authorBillett, Stephen R.
gro.griffith.authorJohnson, Greer


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