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Abstract
THIS PAPER FOCUSES ON THE STRATEGIC MANAGEMENT OF OLDER WORKERS IN U.S. CITIES. THE RESEARCH IS BASED ON A NATIONAL SAMPLE OF MUNICIPAL HUMAN RESOURCE MANAGERS IN CITIES OVER 50,000 POPULATION. A WIDE VARIETY OF STRATEGIES ARE BEING USED IN CITIES IN FOUR KEY AREAS: (1) SUPPORTIVE WORKPLACE RELATIONS; (2) TRAINING; (3) CAREER DEVELOPMENT; (4) PERFORMANCE APPRAISAL. HOWEVER, CITIES DO LITTLE TO ADAPT TRAINING TO THE NEEDS OF OLDER WORKERS, TO REVITALIZE THE CAREERS OF MATURE EMPLOYEES, OR TO USE PROFICIENCY TESTING AS A SUPPLEMENT TO PERFORMANCE APPRAISAL. MANAGERIAL PROFESSIONALISM IS AN IMPORTANT DRIVING FORCE INFLUENCING STRATEGIC DECISION MAKING ON THIS ISSUE; LEGAL COMPLIANCE AND FISCAL STRESS ARE LESS SIGNIFICANT FORCES.
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