勞動經濟與勞動法研究專題The New Old Age 指導教授：趙守博教授 報 告 者：9931001 潘雅玲　 9931022 徐震魁 報告日期：2010/11/20 A組成員：9931015 林建宏　 9931013 林詹田 9931014 侯明賢　 9931016 李育昌 　 9931017 蕭育琳　 9931018 柯彥谷 9931020 林碩彥　 99321002 蔡述信

Introduce~1 The Japanese senior citizens who founded Jeeba knew they were making history when they coined their company motto: "Of the elderly, by the elderly and for the elderly." By the time the 25 founders met one another in the mid-1990s, at a series of business-networking events hosted by the government of southern Saga prefecture, many companies were making products for the elderly, the fastest-growing demographic market in Japan. But those goods were not made by the elderly. All the Jeeba founders were older than 60 and believed they had a special insight into the needs of older consumers. In 1997, they launched Jeeba (the name means "old man and old woman") to build senior-friendly bathtubs, toilets and hammock lifts to help the infirm into wheelchairs. They do not hire young people, and the oldest of their workers is 75. Annual sales are only $272,000, but senior director Kazuhiro Noda, 67, expects revenues to start growing soon, as the company is putting more money and resources into sales development. He also believes copycats are sure to follow. Says Noda: "There will be a lot more companies like ours."

Introduce~1 He's probably right. Firms run by senior citizens are still a rarity, in Japan and worldwide. But the elderly have numbers on their side. Thanks to the post World War II baby boom, healthier and longer-living seniors are reaching retirement age in unprecedented numbers all over the developed world. Rock-bottom birthrates in those same countries mean there are far fewer young workers to take their place. The potential consequences for industrialized economies are now clear: shrinking work forces, soaring health costs and collapsing pension systems. Nihon University demographer Naohiro Ogawa is not exaggerating much when he says: "Old people are Japan's only growing asset."

Interdus~3 As the world's most rapidly aging society, Japan is an extreme case. But the trends are the same all over the developed world. 4 DaimlerChrysler, whose share of over-45 workers will have risen from 41 percent in 2002 to 68 percent in 2011, has set up an Aging Workers Task Force, made up of human-resources managers and health counselors whose main job is to make sure that employees stay productive longer. Personnel services like Swiss-based Adecco have introduced "demographic fitness tests" for their clients to help them judge whether they have the tools in place to attract and productively employ qualified older workers. "Age-ism in the workplace is a danger to corporate productivity," warns Adecco, which recommends replacing sudden retirement with a flexible system allowing workers to work part time into their late 60s or beyond.

Introduce~4 The Ford Motor Co. expects that the number of workers older than 50 will double in its European plants by 2008, and has set up an "early-warning system" to deal with staff-aging issues. "With the coming shortage of young, skilled staff, we will have to live with our aging employees," says Erich Knulle, health services director and demographics point man at Ford's European headquarters in Cologne, Germany.

Introduce~5 Whether these changes are good or bad news to workers depends on whether they anticipate retirement with eagerness or dread. In the United States, a full third of recently retired seniors now go on to pursue a second career, reports a new study by Putnam Investments. 6And according to a survey by AARP, the top U.S. lobbying and advocacy group for senior citizens, half of working-age Americans now expect to work into their 70s, whether by financial necessity or by lifestyle choice. In Japan, 78 percent of baby boomers between the ages of 55 and 59 say they plan to work beyond the official retirement age of 60.

Introduce~6 These trends are forcing rich nations to rethink the long-held assumption that early retirement is a competitive advantage. Older workers were (and often still are) seen as less productive and more expensive, and thus ripe targets for corporations seeking to pare costs. OECD labor-market economist Mark Keese says governments from Germany to Ireland have long subsidized early retirement in order to free up jobs for the young, by offering generous benefits at very early retirement ages. they've doled out "disability" pensions to millions of still-young workers, often because of political pressure to get them off the unemployment rolls. As a result, the average retirement age in rich nations has been falling steadily from as high as 69 in 1950 to 61 or lower in many OECD nations today. In an extreme case like France, with an average life span of 83 years, the average worker retires at 59 and lives off a state pension for more than two decades--a situation Keese calls "obviously not sustainable." All across the Western world, says Keese, current retirement policies are "relics of a bygone age."

Introduce~7 Finland was facing a similar situation when recession hit in the early 1990s; at the time, only 20 percent of Finns between the ages of 60 and 64 were working. Since then Finland has introduced "bonus pensions" for people working until 68, giving them a financial incentive to continue working--and paying taxes. Employers are also now required to have occupational health and safety programs in place to monitor and prevent work injuries such as repetitive stress disorder or muscle pains produced by desktop jobs, with the ultimate goal of extending the average working life by two to three years. Already, the employment rate among those 60 to 64 has doubled. The result: lower pension costs, higher tax revenues and, faster economic growth.

Introduce~8 The Finnish case now stands as a potential object lesson for nations where government policy still pushes older citizens out of the work force. In part because companies in France and Germany are so used to phasing out older employees, fewer than 5 percent of workers older than 50 participate in training programs, compared with 33 percent in Sweden and 21 percent in Finland, according to a landmark study of retirement practices published in October by the OECD. In many countries, well-meaning laws designed to protect older workers--such as special prohibitions on firing, or age-based mandatory severance payments--have had the opposite effect, making companies reluctant to hire them in the first place. That's one reason that in Italy, two in five employment ads state bluntly that anyone 45 or older need not apply. Such baldfaced discrimination against older workers is.

Introduce~9 However, on the way out at many companies. To make sure that its older workers stay productive and healthy longer, Ford Europe has beefed up health counseling and introduced "ergonomic" production. That means workers no longer have to climb into cars hanging on conveyor belts, but stand on platforms that conveniently adjust the cars' height for easier reach. At the Cologne plant where Ford produces the Fiesta compact, Knulle says such changes helped him move 300 over-50 workers from menial jobs back into production. Now Knulle and his team have borrowed "third-age suits"--stiff, astronautlike gear that car designers wear to simulate older drivers' creaky joints and restricted movements--to test how to modify assembly-line stations for an even older group of workers.

Introduce~10 The big picture seems to be brightening for older people who want to work. The OECD reports that employment rates for workers 55 to 64 have risen from 46 percent in 1994 to 51 percent in 2004. In the United States, hospitals struggling with staff shortages are extending the careers of older nurses by making their work easier with things like mobile "lift teams" for handling patients, or hydraulic hospital beds that cut the strain of too much stooping. In eastern Germany, where an early-1990s drop in the birthrate will halve the number of vocational-school graduates by the end of the decade, executive Reiner Storch recently hired a batch of workers in their 50s. "I need all of them, because we're not going to find enough young applicants," says Storch, the CEO of Anhalt Elektro Motor Works, a 165-employee specialty engine maker in Dessau. "Companies that still think they can just keep hiring young people out of school will very soon be in for a shock."

Introduce~11 Contrary to still widespread stereotypes, there is very little hard evidence to suggest that companies cannot stay competitive with a rising share of older workers. When Danish retailer Netto set up three "oldie" supermarkets, where at least half the staff is over 50, absenteeism went down and customer satisfaction up. The same thing happened at British hardware chain B&Q, whose "elder worker" stores in Manchester and Exmouth were 18 percent more profitable than its regular outlets--due in part, the company says, to six times less employee turnover and 60 percent less pilfering and breakage.

Introduce~12 To get around one of the main drawbacks of pay systems that often award workers based on seniority more than performance, some companies are introducing "peak wage" contracts that gradually reduce pay past the age of 55 or 60, often combined with fewer working hours. That kind of flexibility is becoming increasingly popular in Japan, where Nomura Securities in December became the latest company to announce such a program. Starting in April, all employees who wish to work past retirement can be rehired after 60 at more-flexible hours and pay, and often in a different job.

Introduce~13 The surprising news to many younger workers dreaming of a life beyond the rat race is that most seniors are happy to be working. In America, two thirds of the "working retired" say they return to the job because they want to, not because they have to. When Finland raised the retirement age in the 1990s, polls showed that most Finns saw working longer as an opportunity to stay integrated in a social life often centered on the office. "When we find them a job, they really blossom and are more likely to stay healthy and motivated," says Bert Rechter, the 73-year-old headhunter at Oudstanding, an Amsterdam-based temporary-employment agency specializing in seniors. His oldest client: an 80-year-old delivery "boy."

Introduce~14 The surprising news to many younger workers dreaming of a life beyond the rat race is that most seniors are happy to be working. In America, two thirds of the "working retired" say they return to the job because they want to, not because they have to. When Finland raised the retirement age in the 1990s, polls showed that most Finns saw working longer as an opportunity to stay integrated in a social life often centered on the office. "When we find them a job, they really blossom and are more likely to stay healthy and motivated," says Bert Rechter, the 73-year-old headhunter at Oudstanding, an Amsterdam-based temporary-employment agency specializing in seniors. His oldest client: an 80-year-old delivery "boy."

Introduce~15 When Rechter talks about work as a matter of lifestyle choice, then the traditional idea of "retirement" as the ultimate reward for a working life loses much of its meaning If anything, it's surprising that we didn't challenge the popular association of old age and idleness much earlier. After all, the roots of the modern concept of retirement go all the way back to the era of Germany's "Iron Chancellor" Otto von Bismarck, who founded the first welfare state in the 1880s. At that time, the average worker toiled in a factory and lived to be 50. Retirement, for those few lucky enough to reach it, was conceived as a small recompense for physical and mental exhaustion. Happily, few of us today associate work with that kind of bodily strain. Instead, it's often a way for older people to stay active and integrated in a rewarding social network. That's the positive side to working longer and retiring later.

Conclusions~1 隨著「少子化」浪潮的席捲而來，在先進國家工業化經濟體的潛在後果現在已經逐漸顯現，那就是：萎縮的勞動力，飛漲的醫療費用和養老金體系的崩壞。這些都使得「新老年時代到來」。 世界已悄悄在改變，許多較發達的國家，跌到谷底的低出生率，意味著只有更少的年輕員工能取代老員工的位置。

Conclusions~2 根據我國內政部人口調查資料顯示，台灣「少子化」的情況非常嚴重，民國85年的新生兒是324,317人，90年是257,866人，95年是205,720人，到了98年新生兒是192,133人。15年來，台灣的新生兒人口銳減了132,184人，在未來幾年，不只是國小減少13萬人、國中減少13萬人、高中減少13萬人、大學減少13萬人，連台灣的各種高科技或傳統產業的勞動人口也都將嚴重不足。

Conclusions~3 從世界先進國家的發展和改變，我們可以看出，年長的工作人力將是未來企業能否繼續成長？社會能否繼續正常維持？國家能否繼續繁榮和發展的關鍵。 新老時代正式來臨，各種法令、政策、配套措施等是否已經就緒？政治人物、企業人、學者、社會大眾等是否已漸有共識？這些都值得我們深思和努力。

Conclusions~4 高齡人力的特質 較強的忠誠度與使命感。 重視工作生活品質。 當工作所得收入足以維持時，經濟動機不會太過強烈。 重視別人對他的感覺，希望受到重視與肯定。 期望將工作做的更完美。 重視工作倫理和工作的價值。

Conclusions~5 開發高齡人力資源的方法 提倡漸進式的退休制度。 五十五歲以後，企業對退休金、健保等福利的提撥比例逐年減少，而個人提撥的比例逐年提升，如此可以減輕企業對中高齡員工福利的成本，提升他們雇用中高齡員工的意願。 倡導活力老化的計畫，如提倡終身教育，回流教育。生產型員工在四十五歲起開始逐步規劃，轉入需求體力較少的服務型工作；發展老年養護產業，大量雇用中高齡人口從事社會服務工作，讓他們照顧年齡更長的人士；設立目標訓練計畫，如英、美等國設有針對中高齡員工的職訓計畫，協助中高齡員工維持即時的生產知識與技能。此外，開發老年人與年輕人非互相替代的職業結構，開創年輕人與高齡人口互補而非互替的工作環境。

The New Old Age 公務人員新85制。 大學教授的第2春。