This paper examines the benefits of keeping older adults in the workforce and proposes evidence-based interventions for a projected aging population in Little Whinging, Queensland, Australia. Drawing on Viktor Frankl's concept of meaning through work, as well as empirical research from institutions including the CDC, Cardiff University, and Hebrew University, the paper outlines the health, economic, and social advantages of continued employment in later life. It identifies the major factors that influence retirement decisions — health, finances, and work attachment — and recommends three targeted interventions: community health promotion programs, ergonomic and managerial workplace adjustments, and ongoing structured occupational health plans. A concluding caution addresses the risk of perceived exploitation when targeting older workers specifically.
The eminent psychiatrist Viktor Frankl, while enduring numerous hardships as a prisoner of war in a Nazi work camp — including isolation from family and the daily prospect of death — began to question the meaning of his own existence and of life in general. Frankl eventually concluded that people derive meaning from their lives through their suffering, their ability to love another, and their work (Frankl, 1985). A person's work helps define a sense of self, contributes to a feeling of usefulness, and helps keep them active (Frankl, 1985; Shacklock, 2006; Waddell & Burton, 2006). These benefits occur at any age; therefore, by continuing to remain in the workforce, elderly people can both contribute to their community and receive benefits beyond mere income from their employment.
Conclusions based on empirical evidence from esteemed research centers — such as the Department of Geriatric Medicine at Hebrew University and the Centre for Psychosocial Research at Cardiff University — have stated that continued mental and physical involvement through work in later life yields numerous benefits, including longer life expectancies for the elderly and broader benefits for society (Waddell & Burton, 2006). Moreover, life expectancies are longer now than ever before. As a result, movements at both national and regional levels have emerged to investigate the benefits of encouraging elderly individuals to remain in the workforce past traditionally defined retirement ages (e.g., 65 years of age; Waddell & Burton, 2006).
The projections for the rise in the elderly population of Little Whinging, Queensland, Australia predict that nearly 20% of the population will be over the age of 65 by the year 2030, and this percentage may increase to 25% by 2050. Mayor McGonagall has recognized the importance of keeping this proportion of the population healthy and productive, and has requested information regarding the factors that can keep older adults in the workforce as well as the feasibility of designing an intervention program to assist in this goal. This proposal discusses the benefits and factors that can help keep older adults in the workforce and makes recommendations for practical interventions to keep the elderly population active and productive.
A brief discussion of the empirical evidence regarding the benefits of remaining active and working in the later stages of life helps to identify practical interventions that can inform effective program design aimed at promoting continued work.
Continued physical activity in one's later years has been linked to a number of health benefits, including increased longevity (Waddell & Burton, 2006), reduced declines in cardiovascular and pulmonary functioning (National Heart Foundation of Australia, 2006), a reduced risk of developing conditions such as diabetes and osteoporosis (Nied & Franklin, 2002), decreases in mental health issues like depression (Watt & Cappeliez, 2000), reduced age-associated cognitive decline (Rohwedder & Willis, 2010), and better overall life satisfaction (Davis & Friedrich, 2004).
From an employer's perspective, there are numerous advantages to retaining older workers. These include greater dedication, punctuality, honesty, attention to detail, and pride in their work compared to younger counterparts, as well as better organizational skills, more experience handling workplace issues, and stronger communication skills (Center for Disease Control [CDC], 2012). From a societal perspective, keeping people in the workforce as they age reduces costs associated with poorer health and increased mental illness among elderly people not in the workforce (Shea & Haasen, 2006), sustains taxation revenue, potentially reduces labor costs (Shea & Haasen, 2006), and lessens government benefit expenditures while increasing productivity (CDC, 2012).
Disadvantages to having elderly people in the workforce include a reduced range of positions that older workers can fill compared to those available to younger workers (Special Committee on Aging, 2008), a tendency for decreased participation in training activities by older workers (Shea & Haasen, 2006), increased potential health issues that can lead to higher rates of absenteeism (CDC, 2012), and missed time due to caring for sick relatives (Commission on Aging, 2008).
In order to develop interventions to assist older workers in remaining in the workforce, it is important to briefly examine the empirical evidence regarding the major reasons individuals retire.
Several factors significantly influence an older worker's decision to retire. According to recent reviews of the retirement literature, a person's health significantly affects their decision to remain in the workforce (Australian Bureau of Statistics, 2006). This includes potential health problems of the worker as well as health issues of the worker's partner. The second important factor is financial situation (Jackson, Walter, Felmingham, & Spinaze, 2006). Individuals who perceive their financial future as secure without employment income are obviously more likely to retire than those who do not. The third major factor is the person's attachment to work — that is, their desire to continue working (Patrickson & Ranzijn, 2004). Positive views about work can encourage older people to continue working in their later years, whereas dissatisfaction with career attainment and reduced job commitment can drive the decision to retire.
Interestingly, the opportunity to interact with others in the workplace has also been found to be a very attractive incentive for retaining older workers; retired workers report missing the relationships they had while employed (Shacklock, 2006). In addition, an older worker's perception of their decision-making role and the availability of flexible work arrangements have been found to significantly influence retirement decisions. Individuals who believe they have greater autonomy and the ability to balance work schedules with other responsibilities — such as caring for a partner — are less likely to retire (Phillipson & Smith, 2005). Other factors, such as the number of outside interests a person has, their perception of management, and their desire to remain in a particular region, also influence the decision to retire (Australian Bureau of Statistics, 2006).
Factors such as financial situation, desire to relocate, and outside interests cannot easily serve as the focus of interventions aimed at keeping elderly workers in the workforce. However, programs to improve the health of elderly people and employer actions to improve working conditions — making the work environment more attractive to older workers — can be initiated.
As it is clear that the workforce is rapidly aging and that specific challenges are involved in retaining older workers, Little Whinging can be proactive in ensuring that older workers are more likely to remain employed until they choose to retire. Three specific recommendations follow.
"COACH program and community health promotion strategies"
"Age management training, ergonomics, and tailored programs"
"Avoiding perceived exploitation in targeted interventions"
"Integrated programs improve worker health and community contribution"
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