By Raymond F. Gregory
Nearly each middle-aged and older employee, at a while in the course of his or her occupation, will undergo age discrimination within the place of work. Employers too frequently use early-retirement plans, restructurings, and downsizings to brush aside older staff. lots of those people are unwillingly ushered into earlier-than-planned retirements, are denied promotions, or are terminated. The baby-boomer iteration now money owed for just below 50 percentage of the full staff. an enormous military of staff now stands prepared to contest enterprise acts of age discrimination.
Attorney Raymond Gregory addresses himself to the thousands of employees who imagine they may be dealing with age discrimination and strains the historical past of the federal measures enacted to help staff in contesting illegal supplier behavior. He explains how the legislation works and provides real complaints to illustrate the ways in which employees have challenged their employers. The instances support to demonstrate felony rules in real-life stories and plenty of of the circumstances relate compelling tales of employees stuck up in an internet of service provider discriminatory behavior. Gregory has eradicated all criminal jargon, making sure that every one strategies are transparent to his readers. participants will flip to this e-book time and again to receive authoritative history in this very important topic.
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Additional info for Age discrimination in the American workplace: old at a young age
Posner has written: “To some, age stereotyping is every bit as vicious as racial stereotyping. The concern is that if everybody is believed to age, this might be thought to imply that every old person is less competent intellectually than an otherwise similar young person. ”15 False though it may be, such thinking still pervades the workplace. AGE STEREOTYPES Stereotypical thinking is the child of “ageism,” a term generally credited to Dr. Robert Butler, counted among the country’s most influential gerontologists and a pioneering authority on aging.
Employers now focus upon managerial flexibility in employee relations, a flexibility that is characterized by dramatic increases in management’s discretion over employment decisions. Rutgers University professor Alfred W. ”5 Greater employer discretion over the fate of its workers makes enforcement of the discrimination laws far more difficult, since a cost-cutting technique, such as a RIF, can readily be used by the employer to conceal discriminatory motives. A RIF may provide for either voluntary or involuntary terminations.
Older workers are less productive than younger workers. 3. Older workers are less adaptable, and as they are slow learners, they find it more difficult to learn new skills. 4. Older workers are more difficult to retrain if their skills become obsolete. 5. The cost of employee benefits for the older workers are greater than those for the younger workers. 6. Older people are eager to retire at the earliest opportunity. They have an eye to retirement and merely want to ride out what remains of their careers.