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...undertaken improve their motivation and make them more productive. Further, it sets forth the results of an empirical investigation into the senior citizen employment practices of small retailers, advantages and disadvantages of employing seniors, and expected future employment trends. The manuscript concludes with a discussion of the implications of these patterns for small retailers.
Introduction
The past several decades have witnessed an aging of the United States population, as those in the baby boom generation and their progeny move on into maturity. This trend continues, as the median age of the country advances rapidly and steadily with the passage of time (Moyers & Dale, 2004). Improvements in nutritional practices, exercise patterns, and medical care have resulted in larger numbers of individuals who reach age 65 and beyond. In turn, many of these experience mental and physical health status that is superior to that of previous generations. Further, large numbers of seniors evidence a preference for expanding their working years beyond age sixty-five, either on a full-time or a part-time basis (Dychtwald, Erickson, & Morison, 2004).
Some small retailers are confronted with difficulty in recruiting, hiring and retaining capable employees and have vacant positions in both the skilled and unskilled ranks (Kraut, 2005). This pattern is perhaps most evident in regions of the country experiencing substantial economic growth, such as portions of the Southwest and Southeast. Various means of acquiring additional sought employees are available, but one that appears to possess considerable potential is to hire and retain older workers. For some small retailers, this may be the superior alternative (Peterson & Spiker, 2005).
Objectives of the Study
The study which this manuscript addresses focused on several objectives:
1. To provide insights on the degree to which small retailers in the United States employ older workers.
2. To uncover advantages of employing older workers, in the opinion of small retailers.
3. To uncover problems associated with employing older workers, in the opinion of small retailers.
4. To assess expected future hiring and retention intentions for older workers among small retailers.
Review of the Literature
The literature contains various articles which consider recruiting, hiring, and retaining seniors for positions in business and not-for profit organizations (Sullivan & Duplaga, 1997). However, a substantial proportion of the studies cited in the articles have been generic and have not focused on small business in general or small retailing in particular (Greller & Stroh, 2004). Further, some of the literature contains narratives reflecting the authors' opinions and case studies of individual firms, rather than statistical analysis which considers multiple companies (Bell, 2001). While valuable, these inquiries do not provide comprehensive coverage of the status of small retail business employment patterns.
Studies indicate that the workforce in the United States is aging rapidly and will continue to do so well into the twenty-first century ( Purcell, 2005; Fusaro, 2001). Current labor shortages were caused by unusually low birth rates among Baby Boomers and recent (sometimes early) retirements by these individuals. In turn, the shortages are particularly acute in various skill-demanding occupations, and in some parts of the country. Given the relatively small magnitude of new entrants into the labor force and the potentially large number of Boomer retirements on the horizon, labor shortages are likely to become significant during upcoming decades. (McEvoy & Blahna, 2001).
The Baby Boomers are aging, and this is important since 55 and older individuals make up the fastest-growing segment of the workplace (Albright & Cluff, 2005; Barrier, 2002). And some take early retirement. This creates potential job opportunities for those age 65 and older. Yet many small retailers are not actively seeking older workers, promoting them, or taking other steps to retain those already employed (Adams, 2002). In a positive vein, however, some seniors, made up of early retirees from large businesses, have formed a large number of small retail businesses and are actively involved in engaging older workers (Minerd, 1999).
The impact of Baby Boomer retirements on the economy and on specific occupations and industries, including small retailing, could be substantial-a work force short on workers and long on retirees. According to one consultant the aging workforce promises to restructure the economy, reshape the family, redefine politics and even rearrange the geopolitical order of the next century. Unlike many predictions, global aging is no mere hypothesis: Its approximate timing and magnitude are already locked in. (Van Yoder, 2002).
Research suggests that many workers who are age sixty-five and older are very productive and motivated members of the work force (Anonymous, 2003; Swanson, Kopecky, & Tucker, 1997; Bell, 2001; Welbourne & Cyr, 1999; Kraut, 2005). Various employers have come to prefer seniors because of their experience, possession of the work ethic, and lack of need for extensive training (McShulskis, 1997). Research by the Independent Institute for Employment Studies suggests that older workers are more committed and reliable, have better customer- facing skills, understand business better, and take less time in short term sickness absence (Anonymous, 1999). Further, these individuals are willing to work at a variety of schedules and can serve as mentors (Challenger, 2004; Anonymous, 2003) Other research indicates that many seniors have a strong service orientation, a positive attitude toward work, and experience less turnover than do their younger counterparts (Tshirhart, 1998; Finegold, Mohrman, & Spreitzer, 2002). Still other studies indicate that seniors often work well with others and have well-developed interpersonal skills (Anonymous, 2001;Halachmi, 1998).
In a review by Crampton, Hodge, & Mistra (1996), older workers are reported as enjoying themselves more on the job and less concerned with advancement, more loyal to the company than other employees, and possessing high morale. Tschirhart (1998) indicates that over 60 workers are receptive to feedback and perceived their work to be more meaningful than do younger employees. Studies in psychology have discovered that men and women in the age group 55 to...
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