How do operations managers faced with the challenges linked to ageing rationalise their choices under hard economic times?

The economic crisis has had a strong impact on management strategies. Under hard economic times, we can wonder how managers respond to the challenges of managing the most vulnerable segment of their manpower, especially ageing workers. How are governmental injunctions to extend the duration of working life translated into company practices, in the context of a persistent economic crisis? And most of all, why don’t companies seem to consider health at work when dealing with age management?

First, we present the results of our literature review on organisational age management practices. For each of the various groups of actors interested, we applied a theoretical context based on the comprehensive sociology of M. Weber to examine the rationalisation behind the decisions made. Second, this literature-based approach being limited, we present an exploratory real-life case study, showing the actual practices applied and the rationalisation used by those directly involved. Finally, we indicate that even if economic constraints underlie predominant rationalisation, they can also have paradoxical effects and lead managers to reconsider rationalisation from a moral standpoint.