Age-old wisdom

Article Abstract:

Discrimination against employees over the age of 40 has increasingly become a matter of concern as the population of the Western industrialized democracies has aged. It is difficult to assess the impact of age discrimination since there has been little research into the field, but there are many truisms that exist in the area of aging. One truism is that age imparts wisdom to a person. Yale University professor of psychology Robert Sternberg, in his book 'Wisdom', states that wisdom is one of a triad of mental traits, complementing a person's intelligence and creativity. Wisdom must be contemporary and contextual, and thus can be lost with advancing age. In order to be successful, people must not continue to rely on their experience and knowledge that has become outdated.

College faculty, Authorship, Employment discrimination, Yale University, Wisdom, Sternberg, Robert

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The case for salvaging the 'throwaway' executive

Article Abstract:

Antiquated views of the aging process work to the disadvantage of corporate executives over age 40, whose 'occupational life expectancy' has dropped from over 35 years to probably less than 20. A declining number of young people will be available in the future to fill positions emptied by early retirement or progressive severance of older managers. Britain, West Germany, and Japan are cited as countries where the teenage population is dropping. Competition to recruit entry-level managers is expected to intensify. Assumptions about intellectual deterioration after age 25 are not based on basic knowledge of brain function. Employees can improve handling of older people by training adaptively for improved job performance, and preparing managers for changes in company focus.

Economic aspects, Demographic aspects, Employment, Labor supply, Labor force, Age distribution (Demography)

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The switched-off executive is a leisure-time dropout

Article Abstract:

Organizations and managers tend to be indifferent to the structure of leisure time, and dynamic workers are often dissipated spectators outside the work environment. Executives tend to have few interests outside of their work, and their families frequently suffer as a result. Workers who are not upwardly mobile professionals seem to balance their work and their leisure activities much more effectively. Modern managers and organizations can benefit by being more positively constructive and pleasure-seeking about their non-work hours.

Management, Usage, Time management, Leisure

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