5 million (Mason-Dreffen 2003). In addition, 6,400 Allstate insurance agents were given the ultimatum: forfeit valuable benefits and become independent contractors, or lose their jobs completely (Cohen 2003)
In response, IBM changed the pension plan to allow all employees at least 40 years old and with at least 10 years' service to choose between the old, traditional plan and the new cash-balance one. Findlay noted that the fact that they had converted when they did is what led him to retire, before he could be affected (Fillion 2004)
Despite this, in 2000, 843,000 IT jobs went unfilled, with about 20% of those being the programming positions Matloff said were at the heart of the problem of assumed technical ignorance in the older workers, who have not been "groomed in the programming acronyms of the moment -- Java, C++ or XML -- yet employers require actual 'paid' work experience in these technologies" (Quoted by Song 2001). Lommel reports that California social psychologist Stephen Richardson was instrumental in developing the idea that adolescence ends today at 35, not 19 or after college at 22, or at 25 after a few experiences of 'real life' (Lommel 2001)
One man half her age became her supervisor and criticized her constantly and put her on probation until she was finally laid off. She filed a complaint against the company, as did her boss, a woman who went through similar harassment (Mason-Draffen 2003)
Administration on Aging. The agency published a paper in which it noted: It's the subtler forms of discrimination that may have the most powerful effect on cutting short the productive years of Americans -- the law partner who is moved to a smaller office when he passes 60, the 50-year-old professional who knows hard work won't bring any more promotions, the vacancy filled by a younger staff member before older workers even know about it, and the new boss who makes life so miserable for the 60-year-old secretary he inherits that she quits (Mille 2003)
The potential for redundancy of older workers is a challenge in Europe, possibly more so than in the United States. "The problem of older workers forced out of employment is evidently a major challenge in each of the countries surveyed (France, Germany, Italy and Spain), not only because of the difficulties they face in finding new jobs, but also on account of the general decline of policies that promote early exit from the labour force" (Morin & Vicens 2001)
5 million in 2002" (Mason-Dreffen 2003). Those increases occurred despite the fact that age discrimination can be difficult to prove, although the Supreme Court had eased the plaintiff's burden of proof (Ormsbee 2002)
Few chose to take such offers when available; Packard suggestd that it could reflect the desire of employees, even older ones, to move to higher paying jobs with more responsibility, rather than to lesser jobs that usually offered lower pay. "It may also suggest that such programs have little appeal to older workers, that they are not well tailored to the needs of older workers, that many older workers are not aware that such programs exist, or that use of these programs is discouraged by managers" (Packard 1985), suggesting ageism
population aged 25 to 54. Their sheer numbers suggest that the impact on labor markets could be substantial if this generation chooses to retire earlier (or to remain in the workforce longer) than did previous generations" (Purcell 2000)
On the other hand, another study "found little evidence of discrimination. In fact, they determined that about 90% of any loss in earnings in workers' new jobs reflected a loss of their firm-specific human capital" which cannot be tied (necessarily) to discrimination (Rones & Herz 1989)
In fact, Guthrie & Schwoerer indicate that it is the employer's responsibility, as well as being to the employer's benefit, to comunciate that training and career development is a lifetime process; doing so, they propose, could increase positive attitudes toward training, and that all of this could be done at little cost. An earlier study had indicated that employees in large firms are " more satisfied and committed to their firms than younger employees (Smith & Hoy 1992)
In addition, "The market has become more difficult for older workers since Congress passed a bill in 1998 that doubled the number of foreign high-tech workers from 65,000 to 115,000 that could be brought into the country under 'H1-B' work visas" (Matloff, quoted by Song 2001). Since Matloff was interviewed, the cap has been raised to 195,000 (Song 2001)
General Accounting Office report has summarized retirement policies in Japan, Sweden and the UK. Japan, which faces the most greatest severe aging problem, has severely cut its national benefits system to encourage workers to remain in the workforce (Wagner 2003, July-August)
Now the group calls out things that are similar between the two; like, "Both Pam and Joyce are wearing jeans," or "Jim and Bill both have short haircuts." Once the two volunteers are standing next to one another, a discussion of how differences may cause people to separate but similarities bring them back together (Belcher, 2010)
Once finished with that story, the person tosses the ball of twine to someone across from him but holds on to the end of the twine. Once everyone in the group has had a turn, the group can clearly see all participants are connected by the twine and by their having experienced embarrassing situations (Fagnani, 2010)
For example, if a participant was once the only person that could hear in a room-full of people using sign language, he may have felt isolated. Hence as that person shakes hands with another in the room he says, "Hello, I'm ISOLATED" (Lambert, et al
Heterogeneity promotes creativity and heterogeneous groups have been shown to produce better solutions to problems and a higher level of critical analysis" (Chapter 12, University of California at Berkley, 2007). Thus a profit-oriented argument in favor of diversity is that by creating a workforce that mirrors its consumer market, "a firm can increase its customer base and appeal" and few firms today have the luxury of only targeting one segment of the marketplace, at least not in the case of all of the goods and services they provide (Marquis et al
His research helps to answer the question, do managers and employees fully understand the importance and value of diversity, because his theory is that too many don't fully comprehend diversity's value and importance. For Demuijnck, it isn't just good business to embrace employees from diverse ethnicities and nationalities, Demuijnck asserts; in fact, it is morally reprehensible to fail to embrace diversity in the workplace (Demuijnck, 2009, 83)
Diversity from the Perspective of Equality vs. Utilitarian Business Arguments Still on the subject of moral reasoning, a peer-reviewed article in the Journal of Business Ethics posits that while arguments in support of equality in the workplace are grounded in "deontology" (the study of moral obligation), the "foundations of the business case perspective" embrace "utilitarian arguments" (Dijk, et al
Impact of Nationality on Employees' Perceptions of HR Management Policies How do employees from diverse backgrounds perceive the HRM policies that have a direct affect on them? This relates in a very real way to the question of whether managers really grasp the importance of diversity. A peer-reviewed article in the journal Asian Social Science uses research data to back up the assertion that if individuals in a diverse workforce "…perceive certain practices in a positive light, then there's a very good chance that they will consider the rest of HR practices with the same positive outlook" (Jacob, et al