Some younger workers and mangers may not appreciate some special economic help for the elderly such as The Older Americans Act (OAA) which was passed in 1965, and provides many benefits for the elderly, including social benefits and even the Senior Employment Program. It also has two important programs that can be an alternative to working for a private employer: Senior Companion and Foster Grandparent programs. Both of these programs were designed to help low-income retirees supplement their income needs. These programs, administered through the local Area Agency on Aging, provide tax-free income (which also is not counted against social security benefits in any way) and also pays related costs.

      Managers may fear that older employees may not  stay on the job due to another  program  passed in 1972 and implemented in 1974: Supplemental Security Income (SSI). This is designed for the aged (65+),  the blind (vision 20/200), and disabled of any age and is an income floor for the worthy poor and is means tested. It is modest cash assistance and comes from the general tax revenues. Some employers and workers may see this as an unfair cash transfer.

      A question from a peer: “What are the challenges for managers and organizations in regard to managing older workers?” There are many, but most have little substance. Mangers often have stereotypes concerning the older worker, just like they may have concerning other groups of diverse workers. Yet most of the information that employers believe to be true have been researched and shown to be false. Some of the more prominent ones:

1-     Older workers will not be as productive as younger workers.

2-     Older workers will have higher absentee rates, and have more accidents.

3-     Older workers will cost more for health insurance coverage.

4-     Older workers will not stay on the job for very long.

5-     Older workers can not learn new things.

6-     Older workers may not be very manageable.

     Carr-Ruffino (2003) refutes those claims as “false or distorted, partial truths.” In many measurements, the older workers were more loyal to the employer, more productive over all, missed less work, had fewer accidents than the younger workers, and stayed on the job for more years than was expected. They also found that older employees can learn new things, including computers.

        Personality, rather than age, is the most predictive measure of how any worker will be with regards to manageability in the workplace. However, it is true that older workers may cost the health insurance plan more and, in some cases, the retirement plan may become somewhat more expensive. The increased production of the older worker may offset some of these costs. There are many living examples of older workers who are still very productive, even in their nineties. 

      Cavanaugh and Blanchard-Fields (2002) reasoned as to why older workers may be more loyal and have more job satisfaction than younger workers. They may focus on work less than younger workers, having already been successful and, therefore, may not be very drawn into workplace conflicts. They may have a better fit with the job, having lived many years and knowing more what they like to do. Family responsibilities are often lessened, leaving more time for work. And they are more satisfied when the job is white collar over blue collar which they probably have worked up the ladder to achieve.