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Baby Boomers

The Next Generation of Seniors in the Workplace

With a rise in workers over 65 in the workplace, the unease about negative stereotypes, myths, and discrimination in the workforce increases. It appears that seniors are undervalued and unfairly discriminated against in the workplace. Baby Boomers are fast approaching their golden years, and are remaining in a workforce that has an alleged prejudice against senior workers. Employers and employees must face the challenges of clashes in work ethics between generations, perceptions that it is more expensive to employ the older workers, and assumptions that older workers are not as capable of performing at their jobs as their younger counterparts. In addition, this paper will discuss the laws that are in place to protect individuals from discrimination of all types, including ageism.

Baby Boomers Approaching Golden Years

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As the Baby Boomers approach their golden years, many of them still find themselves waking each morning to head off to their job. It is more common in this day and age that people in their mid-sixties are still a part of the work force. There are several reasons that many boomers have not set their sights on golfing, fishing, or enjoying grandchildren. Many of these people are still trying to figure out how to make ends meet.

According to Rose (00), only two out of five people nearing the age of retirement have enough in their savings account to buy an economy class car. These people have realized that retirement benefits will provide them with less of an income; however, they still have bills to pay. Many can not afford to retire at 65 and live off their savings for another fifteen to twenty years. They must continue to work to make ends meet and hope to save for that day when they do not have to wake to the sound of the alarm clock. Many people did not save enough on their own and their retirement funds did not thrive as expected. Lack of education concerning retirement benefits and senior health care are taking away from the golden years and turning them into work years.

Provided these individuals were financially able to leave the workforce, the workforce may not be prepared to loose them. According to Church (001), proportionally, there are fewer young adults entering the work force because the population has dropped in this past generation. It appears there are less people to take the jobs that the retirees are leaving. Table 1 (United Sates Department of Health Human Services, n.d.) depicts the number of births in the United States (US) over the past 50 years. This table demonstrates a peak in the number of births occurring from the mid 140's through 160, the Baby Boomer generation. The aging workers may not have the opportunity to leave a company because there is no one to take their place; as is demonstrated by the decline of births after 160, which represents Generation X. Due to competition for better wages, younger workers view work differently than those from older generations, who were more loyal to a company and may not want the low wage that they would receive for a newly available position.

Table 1 US Births by Year

Baby Boomers versus Generation X

Baby Boomers

In the 150s, the workplace was comprised of people whose value systems and work ethics were greatly influenced by the Great Depression and world wars. Their work ethics included appreciation for the opportunity to have a job, the expectation of loyalty to a company, and a belief that the boss was always right. The management style was patriarchal management was the brains and labor was the strength (Wilkinson, 00). This was accepted as a way of life, and it worked back then. However, things have changed.

Enter the baby boomers, a generation born during a period beginning in 146 until the 160s. This group rejected the old ways of following the path laid out by employers. This group wanted more influence on how the workplace was run. They wanted security from their workplace, they believed in promotions based on longevity in the company, they believed loyalty to the organization, they believed to be told what to do, and they also believed respect based on position/title at the workplace. In addition, their job became a source of personal identity (Smith, 00). Boomers are willing to work hard and make sacrifices to achieve the American dream of having it all so they can improve their self-esteem and image.

Generation X

Individuals now referred to as Generation-X were born during a period from 165 to 176. Their attitudes about life and the workplace were shaped by observing their anxious parents running in the rat race to achieve material possessions. They watched as companies laid-off hundreds of employees and as their parents became victims of the frequent corporate mergers. They would not become consumed by the demands of the workplace. They believed in security from within, they believed promotions based on performance, they believed loyalty to the team, they believed in challenging authority, and they also believed respect must be earned. The desires, values, and attitudes of Generation X were also shaped by an unstable economy, threats of war, political scandals, and fraudulent behaviors among prominent business people, and baby boomers who would continue to dominate the work force.

Many individuals in Generation X are taking paths that differ from that of their parents. They look beyond the job as the source of their self-esteem and have taken questioning of authority figures to new heights. This new attitude has confused the older generations and makes it more difficult for the Baby Boomer managers to manage the Generation X employees.

These generational differences in expectations, values, and ideas of what a job is all about confuse many managers. They may also lead to conflict in the workplace as the generational differences bump up against each other, especially where the employees and their jobs are mutually dependent. Mix a pre-World War II manager, a baby boomer, and a Generation-X employee together, and you may find challenges, as well as the potential for growth.

It certainly is a whole new world out there, to the extent that managers are willing to understand and accept that there are differences between the generations and are willing to work with, and even celebrate the differences, they can create a very satisfying and productive work environment for all employees.

Myths and Stereotypes

Perceived Costs

Age discrimination continues to be a big factor in our working society. Some employers believe that hiring an older employee will increase their costs for health care, increase their spending for training and increase time spent to help the older workers adjust to changes in the organization. The current workforce in the United States is reflecting the changing demographics of our nation in many ways (Casteleyn, 14, p. 4-44). Americans, particularly those age 65 and beyond, are remaining in the job market for a variety of reason including economic necessity (Casteleyn, 14, p. 4-44).

Experts state that in California, the medical premiums paid by employers and their works will rise 4% to 6% next year (Jordan, PhD, & NCC, 17). Health care is a big factor of age discrimination in the workforce. Employers feel if they hire an older person rather than a younger person they will have to pay a higher premium. For example, an employee above the age of forty will have a higher health insurance premium than someone in their twenties. Since the increase in premiums, older employees fear for their jobs. In addition, it may also be difficult for an employer to provide training for the older worker.

Some employers feel if they hire someone in their late forties they only have about 10 years or less until they will retire. Some of the disadvantages of an older employee may be difficult to relocated, motivate or change their position. Older employees tend to get in a comfort zone and make it hard to relocate them into a new position or job, which means it take them longer to accept change or adapt. Employers invest time and money in their employees growth, employees learn updated skills that are reflected in improved worker productivity and increased company profits, and employers realize a good return on investment. In practice, however, the cycle is not always completed (Administration of Ageing, 17). Research found that most employers train their employees and except them to remain with the company until they have repaid for the relocation and training. Employers do not expect their employees to stay with the company forever, but they believe that one should remain long enough to pay back for the experience that the job has given.

A group of 8 to 45 year olds found that it was much more difficult to find a job now than when they where in their twenties. For instance, editor of Ageism in the Workplace stated, "When I was years old, I could go in and apply for a job, get an interview, and be hired fairly easily. Now that I am 45, it's even hard to get an interview" (Jordan, PhD, & NCC, 17). Most employers feel if they hire an older person, that they may find themselves having to acquire unnecessary expenses such as, retirement plane, high premiums, and pension plans. Although some employers have stated there are advantages of hiring an older person, and most say it would probably benefit their company by not having a high turnover, they continue to prefer someone younger when that option exists.

Stereotyping Senior Workers

Most of us have heard different people stereotyping the elderly and making unsubstantiated statements. The stereotyping often suggests that older workers cannot perform and learn new skills on the job. Research has been done to see if this is true one study shows that elder workers can perform their job as well as younger workers. According Reio and Sanders-Reio (1), the studies have shown that ageist stereotypes tend to be false. In their investigation, they could not prove a consistent pattern of superior productivity or job performance in any age group (Reio & Sanders-Reio, p. ), which would lead us to believe that performance and learning capabilities do not directly correlate to age. In addition, the workers between the ages of 60 and 75 showed they could perform their jobs well in any field. The elder workers, in fact, excelled due to their judgments and experiences (Reio & Sanders-Reio, p. ).

Adult workers face a stereotype placed on them by the younger generation who believe seniors are limited in their ability to learn; and further, do not want learn. In fact, the older adult wants to learn new skills because they desire new information and like to be updated with current events. Some people think when one is older he will lose his intelligence. One does not lose his intelligence when he gets older. In fact, it is the younger population's mental abilities that are slowing down. Lawrence Whaley conducted a study of individuals whose ages ranged from 11 to 60. His study was designed to determine if there were changes in intelligence levels of individuals throughout their life. His findings show that intelligence is stable across the life span (Whalley, 001). Keep in mind; anyone who wants to learn can, if they are willing to take the time to learn. One must have the desire to learn. It may take the elderly a little longer to retain the information, but the older worker can learn a new skill.

Seniors Making Their Mark

Meanwhile, the senior workers are showing that they are capable of handling jobs in high positions. Many seniors are continuing to remain in the work force; they do not feel the need to stop working. One example of seniors choosing to continue contributing to society through work is Ronald Reagan. Ronald Reagan was the president on the United States when he was in his 70's; and by some, is accorded more respect than many far younger presidents are. Another example is the movie producer Saul Zaentz who was 75 years of age when he was considered to be at the top in his field; receiving 1 nominations for his film titled, The English Patient(Ginsberg, 17, p ). The last example is a man who runs the clothing company the Gap. His name is Don Fisher. He was 70 when he first opened the company. These are a few examples of seniors who had many accomplishments and work contributions later in life. In spite of the negative stereotypes about seniors in the workplace, these individuals clearly demonstrated their inherent fallacy.

Laws to Protect Against Discrimination

Historical Political Overview of the 160's

In the 1st century, the social and political climate of our country has changed in the home and in the workplace. We see a nation that continues to pride itself on our cultural diversity, and global awareness, a nation that stands for freedom and equality. Yet in spite of our growth and efforts to bring the dream of equality for all, we find many of our nation's citizens still battling with the moral issues of discrimination. Today's older employees experienced the social unrest of the 160's. A time when our country aggressively addressed the very discrimination issues that this, now aging population of seniors in our workforce faces today.

In 164 President Lyndon B. Johnson brought the Civil Rights Act before the legislators of our country and asked that we honor the work of our deceased President Kennedy, and put an end to our countries failed attempts at affording all Americans equal rights and equal opportunities. The Civil Rights Act was met with strong opposition, and there were many concessions made, but the Civil Rights Act, although diluted, was passed in 164.

While the Civil Rights Act addressed employment discrimination, it also addressed voting rights, public accommodations, and education. Of all the compromises that were made, the section now referred to as Title VII, which covers employment discrimination suffered the most. The Federal Equal Employment Opportunity Commission (EEOC) was stripped of any real enforcement authority. The EEOC was asked to act in a conciliatory role, and left with limited powers to receive and investigate complaints.

The Laws

The EEOC is composed of five Commissioners and a General Counsel appointed by the President and confirmed by the Senate. (EEOC, 00) Over the years the EEOC's powers have increased and the organization's authority and lobbying ability has greatly improved. The EEOC is now responsible for enforcing the following federal laws that prohibit job discrimination (EEOC, 00)

· Title VII of the Civil Rights Act of 164 (Title VII), which prohibits employment discrimination based on race, color religion, sex or national origin.

· The Equal Pay Act of 16 (EPA), which protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination.

· The Age Discrimination in Employment Act of 167 (ADEA), which protects individuals who are 40 years of age or older.

· Title I and Title V of the Americans with Disabilities Act of 10 (ADA), which prohibit employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments.

· Civil Rights Act of 11, which, among other things, provides monetary damages in cases of intentional employment discrimination.

Another federal law that provides employment protection to individuals is the Civil Service Reform Act of 178. Unlike the other previously listed federal laws it is not enforced by the EEOC. The Civil Service Reform Act of 178 is know as prohibited personnel practices (EEOC, 00), and is intended to protect employees from unfair personnel practices that discriminate on the basis of race, color, national origin, religion, sex, age or disability. This law also covers discrimination against individuals based on sexual orientation.

While the EEOC and federal laws are in place to protect individuals from workplace discrimination, discrimination has clearly not been eradicated in the workforce. History has shown us that many of the individuals that are brave enough to challenge their employers and take on this fight have often suffered public ridicule and long court battles.

Conclusion

Historically, seniors have been undervalued in the workplace, and have had to combat negative stereotypes, myths, and discrimination in the workforce. Baby Boomers are rapidly approach their golden years. Many face financial limitations that will force them to remain in the workforce longer. Overcoming the myths and stereotypes that both employers and employees have about senior workers in the workplace poses a challenge that our society will be forced to consider in the near future. Addressing the stereotypes and myths that abound will be essential. Several organizations have gathered information that disproves many of the myths about the value and cost of seniors in the workforce. Laws that protect individuals against discrimination will help seniors battle against unfair treatment. Overcoming these obstacles will be the next challenge that Baby Boomer's, co-workers, and employers alike must face.

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