2022

Polityka Społeczna

Rocznik: 2022 | Tom: t. 18 | Numer: no. 1 eng

artykuł naukowy

angielski

EN Increased migration processes, diminishing number of births, and civilization development gave rise to alarming demographic changes that lead to progressive demographic crisis. The fast pace of life, progress in the field of medicine, and changes in life style, and in the family model, cause constant modifications in the occupational breakdown of population. Over the last ten years, Poland has seen a clear decline in the inflow of people of working age to the number of people of post-working age. According to forecasts, this trend is also expected to continue in the coming decades. This represents a process of workforce aging. In view of this alarming data, it is necessary to take adaptation measures at the public, employer and employees levels. The answer to these challenges may be the effective use of the potential of various age groups among employees, coordinated with responses to their needs, understood as age diversity management. Supported additionally with social capital, they can become an important source of the company’s success in the market. The main purpose of this article is to present selectedresults of the CATI and PAPI surveys in the field of managing the age diversity of employees in SMEs in the Poznan county. The obtained data confirms the general trend observed in the country regarding the low level of implementation of the indicated concept. The fact of having significant awareness among managers about the significance of the age differences among employees does not, however, necessitate the implementation of age management. In the surveyed companies, the culture of inclusion is not promoted either.

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10.5604/01.3001.0016.1391

CC BY (uznanie autorstwa)

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