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Approaches to Age Management
Introduction: Employee aging requires change in human resource management. The competitiveness and efficiency of organizations will increasingly depend on the efficiency and productivity of older employees as their share in organizations increases. Therefore, organizations are facing the challenges of maintaining the health, working ability of older employees and stimulating their desire to prolong their work activity. Methods: We used data from the quantitative survey on the position of older employees from EWSC database from 2015. In the survey, 35 European countries participated, with total sample of 4.567 older employees and 108 from Slovenia. We analysed data that examined the conditions and adequacy of the work environment and the factors that ensure the sustainability of older employees’ work. The results for Slovenia were compared with the European average or other European countries. Results: The results of the survey show that older employees in Slovenia receive higher support from colleagues and superiors than is typical of the European average but have a lower assessment of fair treatment at work and the adequacy of pay for work done. More than a third of older employees in Slovenia estimate that they will not be able to perform similar work after the age of 60. Conclusions: Managing older employees is a dynamic process that needs to be constantly adapted to the needs of the modern business world, such as digitalization and automation. Organizations need to provide a stable work, economic and social environment for older employees, which will also motivate them to prolong their work activity.