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The Aging Workforce: Implications for Ethical Practice
Author(s) -
Moberg Dennis J.
Publication year - 2001
Publication title -
business and society review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 21
eISSN - 1467-8594
pISSN - 0045-3609
DOI - 10.1111/0045-3609.00118
Subject(s) - workforce , citation , sociology , computer science , management , library science , political science , law , economics
For all the uncertainties facing business, one immutable fact is clear—the workforce is getting older. Census figures indicate that while the working population will grow by a miniscule 0.1 percent annually from now to 2004, the pool of workers aged 55–64 will grow by over 50 percent. Moreover, a larger and larger percentage of people over age 65 wants to continue working beyond their normal retirement age. The AARP (formerly the American Association of Retired Persons) estimates that 80 percent of Baby Boomers plan to continue working beyond their 65th birthday. This is a substantial number considering the proportion of the population aged 65 and older will almost double by 2030. An aging workforce has many implications, but companies need to be careful not to succumb to incorrect negative stereotyping. For example, an older workforce does not necessarily mean a less productive workforce. Several studies have shown that job performance does not generally decline with age. It is only in jobs that have considerable speed, strength, or attentional requirements that older people may be disadvantaged. When it comes to moral or ethical behavior, companies may actually be better off with an older workforce. This paper examines the effects of aging on the moral decision making of adults. It begins with a brief review of the current thinking on successful aging. This is followed by a discussion of two elements of moral decision making that do not decline with