Labour Markets and Organisational Change: Future Working Structures for an Ageing Work Force
Flexible manufacturing systems, team work with decentralisation of decision-making, integration of tasks and multiple allocation across functional barriers demand a skilled work force prepared for continuous learning and adaptation. It is common to see a younger, well-educated and trained work force as being required for such a production environment. A closer empirical look at most of the internal labour markets in this study shows that existing labour market structures do not match this image. Existing labour markets consist very often of an older (and ageing) labour force with relatively low skills and with resistance to continuous training. These structural features have, over the last ten years — despite the existence of costly early retirement measures and new entries into internal labour markets — not much improved, and in many cases have even deteriorated.While age-related exit measures have contributed to maintaining sound corporate cultures in offering socially cushioned exit options and have also prevented internal labour markets from growing older too rapidly, they have — in the “lean employment environment” of mature industrial sectors — not led to a sustained restructuring of internal labour markets. The ending of many of the age-related exit measures owing to their impact on public and company budgets could lead to a growing mismatch between the structure of demand and the structure of supply in internal labour markets. This could have negative effects on company performance and increase the probability of unemployment for workers if no proactive policies for managing the age problem are introduced. Such proactive policies might consist of appropriate age-related training, age-related flexible working time and work organisation patterns.