By Harald Conrad, Viktoria Heindorf, Franz Waldenberger

Japan and Germany have confronted very comparable demanding situations, particularly ageing populations, altering employment buildings, and globalization. This e-book explores the demographic demanding situations for human source administration and labour marketplace guidelines in Germany and Japan and the way public and corporate guidelines in either international locations care for those demanding situations.

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Extra resources for Human Resource Management in Ageing Societies: Perspectives from Japan and Germany

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An additional area of expertise analyzes new products, services and customer protection for older people (Deutsches Zentrum fUr Altersfragen 2006). Elderly people form a target group with substantial buying power. They have different lifestyles, needs and preferences, and may create new domains of demand. Of course, this is speculative, but it is obvious that the decline in today's dominant youth markets accompanies an expansion in senior citizen markets. This shift in markets and demand will require fast structural change as well as firm flexibility, and companies will have to adjust to these changes with an ageing workforce.

Government policies have acted to expand job opportunities for older people, making full use of their motivation. The main measures taken have been to lift the mandatory retirement age and to prompt the re-hiring, by the same employer, of workers who have been subjected to mandatory retirement. The law that has played the central role in this area is the Employment Stabilization Act for the Elderly, which was first enacted in 1986 and has since been revised several times. Mandatory retirement under the age of 60 is illegal under the 1998 revision.

The most serious of these practices is mandatory retirement (see also Seike and Yamada 2004). 391) of Japanese firms with 30 or more employees practiced mandatory retirement in 2005. 1(Yi> of firms with mandatory retirement set the minimum age at 60. As mandatory retirement is a practice that requires severance simply because of age, it impacts in two ways on the utilization of an older workforce. One is by reducing the motivation of older people to continue working. In Japan, mandatory retirement from primary employers does not necessarily mean complete retirement from the workforce.

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