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Original Articles

RETRAINING AND THE TECHNOLOGICAL PRODUCTIVITY PARADOX

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Pages 201-224 | Published online: 07 Feb 2007

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  • The distinction partly explains why the income and power of established but less qualified personnel often increases despite a diminished skill base. Conflict between the two groups can be construed as generational (younger vs. older), but need not occur if the value of new technologies is widely accepted and established personnel are retrained irrespective of their store of social capital. We posit that any organization which relies exclusively on social capital is inward-looking and will eventually become uncompetitive
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  • For the importance of political strategies, see the comments in reference note 10
  • Larwood , Laurie , Rodkin , Sergei and Judson , Dean . 1997 . The process of aging underlies and is integrated throughout much that is discussed in this model; it will not be discussed as a unique component. Although not of concern here, a full model should also include breadth jor diversity of information . A Model of Technological Skill, Obsolescence, and Retraining. Paper presented at the annual meeting of the British Academy of Management . September 1997 , London.
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  • See reference note 10
  • Sterns , Harvey L. 1986 . “ Training and Retraining Adult and Older Adult Workers ” . In Age, Health, and Employment Edited by: Birren , J. E. , Robinson , P. K. and Livingston , J. E. 93 – 113 . Englewood Cliffs, New Jersey : Prentice-Hall .
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  • Rothstein , F. R. and Ratte , D. J. 1990 . Training and Older Workers: Implications for U.S. Competitiveness Contract Report Washington : Office of Technology Assessment . attempted to clarify some of the causes of mixed findings in the relation of age to job performance. They separated results obtained with measures of individual productivity from the results obtained with supervisory ratings. The individual productivity measures showed that objective performance increases on already learned tasks as people grow older. The supervisory ratings, however, indicated a small decline in the performance of older employees. Thus, overall mixed findings could result from the tendency of supervisors to underrate older employees' performance. The only exception in this trend was made for professionals. Supervisory ratings for older professional were not lower than for younger professionals. In jobs requiring considerable training, older people may be expected to have accumulated knowledge and expertise, allowing them to perform the same as or better than younger people. It also may be that professional jobs are more difficult to evaluate and that the halo effect from the widespread association of age with wisdom gives an undue advantage to older personnel. Nevertheless there is an overall decline in ability and reaction time (both physical and cognitive) with age. This is particularly true for fluid intelligence. Pathology appears to play a significant role in generating this decline. See
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