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  3. The workplace for older adults is becoming a dynamic space rather than a unidirectional journey leading to retirement. The new o

The workplace for older adults is becoming a dynamic space rather than a unidirectional journey leading to retirement. The new o

admin2010-10-14  51
问题     The workplace for older adults is becoming a dynamic space rather than a unidirectional journey leading to retirement. The new older worker is developing a third stage of working life, the period beyond the traditional retirement age and final .disengagement from the work role.
    The third age of life has been associated with choice, personal fulfillment, and liberation. Workplaces are searching for ways to increase productivity, older workers are asking for in: creased career development opportunities and yet are still neglected by most workplaces. We are going to discuss some of the misconceptions about older workers and the reality of a more active and involved older adult workforce.
    There appears to be considerable variation in the concept of ’older worker’ as defined by age alone. The term ’older worker’ extends from 40 to 75 years of age. The concept of older worker encompasses different ages depending on the purpose of the organization as well as the needs of the worker. Age alone may not be a defining characteristic of an older worker. Per, haps becoming an older worker is more situational than chronological(按年代顺序排列的).
    Retirement for future older workers is becoming an outdated notion. From a societal perspective, the issue has changed from assisting older workers to retire and use leisure time to retaining and recruiting older workers. Recruitment and retention will become a key policy issue to satisfy the increasing demands for productivity, worker shortages, and retaining corporate knowledge. From a national policy perspective, increasing work life eases the social security burden, and requires programs for reemployment and continued employment of older workers. In the future, retirement will be interspersed with older workers cycling in and out of periods of active employment. Work will become an integral part of living. In the future, baby boomers may not be able to retire due to frequent job changes, underemployment, and not having acquired a consistent retirement package such as one might earn over a working life in a one-career job.
    Organizations are experiencing an attitudinal shift, seeing the value and importance of training older workers. During the past decade, advocates concentrated on convincing employers that older workers are capable of learning. Today, advocates are demonstrating that with training to maintain, enhance, or update skills, older workers are contributing to organizational productivity and may even surpass younger workers in reliability and consistency. By implementing ecological changes in training and workplace design, the productivity of older adults can be enhanced. Older adults are now viewed as assets in terms of work ethic, reliability, accuracy, and stability. However, myths about aging still arc present and some workplace supervisors(监督者)still are unsure that hiring older workers is a sound investment. Older Workers are also asking more of the workplace and asserting their right to make decisions to return or remain in the workplace based on availability of training, need to be engaged, or desire to develop a second career. Older workers are becoming entrepreneurs, beginning new businesses and hiring other older workers. Managers are advised to create meaningful work and to consider the role of work in the lifestyle of an older adult.
    There is a trend toward providing increasing career development opportunities for older workers. Career development programs for older adults are a worthwhile societal investment. Community colleges and community agencies are taking a role in providing advocacy for employment, counseling, and development of new workplace skills. Partnerships among community agencies, educational institutions, and employers are suggested as an integrated approach to retraining and for providing reentry for older workers. The continued skill development of older workers can provide workplaces with a pool of experienced, motivated, and engaged employees in an era in which older adults will comprise a greater proportion of the population.
    Increasing needs for productivity, financial strains on retirement systems, and a changing demographic structure are increasing the interest in older workers. The older worker is becoming viewed as a retrainable, retrainable, and retainable organizational asset. More prominent is the portrait of the older worker as an agent with needs, concerns, and work aspirations that need to be accounted for by employers. Older adults are becoming decision makers, choosing when and where to return to the workforce. Investment in developing new skills for older workers is seen as a strategy for improving productivity as well as the quality of life for older adults. Rather than being seen as a liability, the older worker is becoming an investment in Continuing productivity. Employers will need to address flexible work schedules as well as policies such as elder care to attract and retain older workers. Challenges to institutions at both the corporate, community, and governmental levels will include creating meaningful work opportunities and addressing issues of ageism in the workplace. Helping older adults to consider second or even third careers, adjust to new technologies, and modify workplace ecology can become the new realities of the workplace.
Workplace supervisors must be under the age of 60.
选项 A、Y
B、N
C、NG
答案C
解析 按照顺序原则继续向下找。同样在第五段，可以找到workplace supervisors，但这里并没有谈到对车间管理者的年龄限制，所以本题在文中没有出现。
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