Positive Ageing and Human Resource Development seeks to introduce readers to some of the major cultural issues that the current demographic changes of the workforce as the national default retirement age within the UK has moved from 60 to 67 and beyond represent for the workplace. This phenomenon is happening in other economies. It recognises there are social shifts in terms of the psychological contract and expectations of different sets of workers. Rather than seeking to extend ideas around multi-generational research eg millennials and generation X/Y, it provides some contributions and commentary which may inform employers, HR professionals and those interested in Human Resource Development (HRD) when considering how to plan for these challenges. It considers the concerns that HRD thinking has largely been focussed upon the development of leaders or managing people, rather than how such sociological shifts may impact upon the nature of work and subsequent productivity. It recognises that many companies have failed to plan their people management strategies and talent management approaches to cope with this shift largely given their uncertainty how to address.
It takes a set of contributions then, which focus upon different issues broadly based around age, in order to provide illustrations of some of the areas for discourse of the lived experiences of those affected by the probability of working into their late 60s or potentially even late 70s. Much of this is focussed around women’s working lives as the impact of later working represents a number of peculiar issues around the valuing of women’s work and its contributions.
Chapter 1 Challenges of Age for Workplace Development
Chapter 2 Leadership, Millennials and Ageing
Chapter 3 Challenging the way we engage an aging workforce
Jonathan Smith and Jonathan Martin
Chapter 4 Menopausal/post-menopausal women and maternal career disruption
Diane Keeble-Ramsay, Julia Claxton and Kathleen Ridealgh
Chapter 5 Not so many happy returns
Bronwyn Betts and Diane Keeble-Ramsay
Chapter 6 Feeling Phoney – the workplace implications of the imposter phenomenon on women
Chapter 7 Virginia Woolf and age-old feminism
Chapter 8 Ageism and Career Blocking: Toxic Workplaces and Ethical Dilemmas
Chapter 9 Tales from Academia: The MAD Set
Michelle Liang, Aileen Lawless and Deborah Humphreys (LJMU)
Chapter 10 Concluding thoughts and future Directions
HRD theory is changing rapidly. Recent advances in theory and practice, in how we conceive of organizations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organizational, methodological and theoretical perspectives, the series promotes theoretical controversy and reflective practice.