Aging is a natural part of life and, in working life, an understanding of individual manifestations of aging is becoming increasingly important.
The designation of aging workers usually includes people over the age of 45. Although this age limit is relatively inaccurate, specific changes in health and functional capacity are beginning to manifest at this age, and these changes often manifest themselves in terms of work capacity.
What is important, however, is the fact that there are still many opportunities at this age to improve our health and functional capacity. As individuals grow older, individual differences in physical, mental, social, and in their knowledge, attitudes and values are growing. For this reason, it is necessary to apply individual solutions,for example in the organization of work, as well as in the diversity of work activities. (Ilmarinen, 2008, 125-126).
The survey of work-related skills in Finland during an eleven-year study of workers over the age of 45 showed that approximately 60% of people surveyed remained at good or excellent job performance, 30% of people measured dropped significantly and 10% increased.
The results of the study have also shown that key players in influencing work ability are managers: awareness of aging and willingness to find “age-friendly solutions” has increased work capacity among aging workers. On the other hand, lack of knowledge and readiness among managers has had a greater negative impact on workers’ ability to work than other factors. This finding became the basis for the development of the concept of age management. (Cimbalníková, 2012)
It is important to note that the low value of an employee’s working capacity does not mean that the worker can not work. Causes are to be found on all floors of the “house of work ability” and very often the reason is on the 4th floor and may be a poor organization of work or problems that may arise from the working environment or from the working team. (Ilmarinen, 2008, 134)
Effect of aging on individual factors of work ability
Personal resources of a worker are changing with age, and especially due to the rapid development of new technologies and job demands change. The search for an optimal balance of work capacity is therefore very important throughout the working life. (Štorová & Fukan, 2012)
Aging and health
Health is undeniably getting worse by age. However, when assessing the value of older workers in the labor market, it is necessary to recognize that young people can also be ill and that not all diseases reduce work capacity. Many workers can work despite their illness and many ailments can be prevented. (Ilmarinen, 2008, 158)
Long-term health problems and chronic illnesses are increasing with age. Approximately 30% of men and women in therefore, as a result of their health problems, the 50-64 age group needs urgent adjustments to working conditions so as to prevent the risk of early retirement and disability. Serious health problems are mainly musculoskeletal and mental disorders.
However, at any given age, there are considerable individual differences in physical performance and health. And while aging health and physical fitness are getting worse, some other skills may improve with increasing age (e.g. strategic thinking, control over life, balance sheet). (Ilmarinen)
Health promotion includes a variety of lifestyle habits such as eating, drinking, physical activity, rest and sleep. In addition to healthy lifestyles, preventive and proactive measures taken in the context of occupational health care play an important role in achieving good health during working life, as well as the correct treatment of acute health problems. (Novotný et al., [2014]).
Lifelong education/learning
Maintaining a job requires constant updating of knowledge and skills. Workplace training combined with various types of special training for employees provides older workers with the opportunity to strengthen their competencies. However, changes in the learning process of older workers must be taken into account. Learning methods, learning conditions, use of visual aids, rest, and a timetable for acquiring knowledge are different among younger and older workers. However, the most important platform for learning is the work and workplace itself. Learning during aging is an important factor in successful active aging. (Ilmarinen)
Values, Attitudes and Motivations
In the course of aging, influences from different floors also affect workers from outside the workplace, which can alter employee values, attitudes and influence his/her motivation. A decision on whether to continue working in the organization until retirement or later will be made on this floor. The more positive your rating is, the more likely it is that you will be satisfied with your working life and have a longer career path. Key positive indicators include, for example, the perception of the worker’s respect, his confidence in the employer, the support and feedback from his immediate superiors, the role of fair treatment and engagement at work. (Ilmarinen)
Aging and work conditions
Appropriate adjustments to the work environment, work organization, working time, working time, workgroup and work tasks play an important role as managers and supervisors. Their power is to adjust the work processes and work tasks of the individual. They are also responsible for occupational health and safety issues, including risk assessment.
The risk assessment should take into account the differences in functional capabilities as well as in the health status of employees and take into account possible disabilities. Workers of all age groups are vulnerable when exposed to harmful work.
Adaptation of work to the capabilities, skills and health of an individual should be a permanent and dynamic process based on sound risk assessment. Age is only one of the aspects of the diversity of the workforce, but it is necessary to improve the awareness of managers and managers about issues related to aging workers. (Ilmarinen)
Workers may remain on the labor market for a longer period if their work tasks change according to their capabilities and take into account changes caused by aging. From the point of view of working life, the functional capacity should be adequate to the requirements of the work. The underlying problem is that changes in functional capacity due to aging are not in line with work demands, increasing workload, which causes personal tension, fatigue, and slows regeneration. On the contrary, adapting the workload to the working age allows workers to extend their working lives. (Ilmarinen, 2008, 172)