Authors : Dr. Mahender Pal

Volume/Issue : Volume 10 - 2025, Issue 4 - April

Google Scholar : https://tinyurl.com/mtj4ux3n

DOI : https://doi.org/10.38124/ijisrt/25apr2228

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : Persistence: The aim of this article is to evaluate the literature in order to investigate how managers in India view senior employees.  Approach/Methodology and Design: The study used a theoretical approach and focused on how managers' attitudes toward employees were interpreted and responded by different authors. While coming on the crust of interpretations, the results of several study articles were considered.  Findings: Three out of five unfavorable attitudes—that older workers cause disputes, that their credentials are deemed antiquated, and that they are unable to keep up with advancements seen present. In certain instances, managers' opinions of senior employees noticed more favorable than unfavorable. Many businesses shown their hesitant to hire and keep senior employees due to output. Many businesses have voiced their concerns about expense of hiring senior citizens. Some organizations providing flexible work environments allowing employees to work longer hours and solve problems in people's lives, like physical health deteriorating over time and importance of actively gaining experience at any age. The managers' attitudes on their own superannuation preparation had an impression on how they felt about their employee’s retirement ages. Managers' perceptions of older employee’s alleged about soft skills and other related contents such as loyalty and dependability have found changed. Regardless of age or mentoring, age management methods in organizations have strong chances of created physical & prolonged working life and reduce difficulties. Strategies pertaining to retirement, work capacity evaluations, healthy workplaces, aging as a phenomena and difficulties faced by older individuals noticed among areas where their businesses lack understanding. Although there were no age restrictions during the hiring process, few managers still intend to seek out senior employees eagerly. It was usual for labour unions to have helpful and a positive opinion about senior workers. Older people' lack of IT skills continues to be a crucial obstacle to their hiring. Factors such as shifting demographics, economic downturn, rising health care costs, stability of Social Security, Medicare systems, shortage of qualified replacement workers, older workers' improved health and longer lifespans and their willingness to participate were noticed important one. Views on hard skills, such as physical endurance, new technological abilities and a readiness to learn have remained unchanged.  Implications of the Research: The study looked at a number of studies on managers' attitudes about senior employees. These studies have, however, included additional facets of HRM, which would have contributed some intriguing perspectives to the research findings.  Practical implications: The results indicated the need to implement crucial procedures to ascertain managers' attitudes toward senior employees in Indian companies. The fate of senior employees in Indian companies will be determined by clearly defined attitude of managers' attitudes toward their employees.  Novelty/Value– There is no sufficient literature on the topic in Indian organizations, that’s why this study was conducted.

Keywords : Managers, Senior Employees, Work place, Attitude, Experience and Skills.

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