| The argument is flawed for a number of reasons. | | | | that. |
| I find at a glance that data from the telephone | | | | Second, although younger employees are less |
| survey (which are central to the argument) are | | | | disciplined, they have the advantage of being |
| not entirely reliable, because it is likely that "older | | | | more energetic and creative. When they give |
| employees," out of their serf-respect, may not | | | | their jobs to older employees and go, the |
| be as willing as younger employees to report that | | | | company will lose that advantage. Then, great |
| they do not work honestly when the supervisors | | | | changes will take place. The work place, owing to |
| are not present. Namely, there must be a larger | | | | the dominance of old people, will take on a |
| percentage of older workers who also need the | | | | predominantly depressive atmosphere. Many |
| presence of supervisors than is presented in the | | | | activities (sports, e. g. ) will not go on. The |
| argument. | | | | company's basketball team, for instance, will lose |
| In fact, in order to obtain any such evidence, you | | | | every time it plays against another company, for |
| can not entirely rely on what people say, but | | | | many of the team members are middle-aged or |
| have to have them supervised in such a way that | | | | even old people now. This will certainly cause the |
| your "presence" is not felt, and record and | | | | employees to be less proud of the company, and |
| analyze what you observe. Then you know | | | | there will be disappointment and lowered morale. |
| what's what. | | | | To make things worse, fewer people will go to |
| However, even if the data are reliable, they are | | | | the managers and president, to report to them |
| still no evidence that hiring "mainly older | | | | that they have got "new ideas" about what to do. |
| employees" "will increase productivity and save | | | | And the company will find it less possible to |
| money because of the reduced need for | | | | discover and train the Tag Heuer Carrera Replica |
| supervisors." | | | | company's future experienced workers and |
| First, older employees, owing to their having | | | | qualified leaders, for now it has only a small group |
| worked longer years and therefore trusting that | | | | of young people to choose them from. |
| they have become more experienced, will raise | | | | To sum up, when these do happen, the money |
| higher wage demand than younger employees. | | | | saved from reducing supervisors will, on the one |
| This will naturally cost the company more, and | | | | hand, go into increased wages for older |
| this increase in wages may even balance the | | | | employees, so that even financially the company |
| money saved. In this way, the company will save | | | | will be gaining no benefit. On the other hand, owing |
| no money Tag Heuer Replica Watches at all | | | | to its reduced energy and creativity, the |
| because of the reduced need for supervisors. | | | | company will, instead of increasing its productivity |
| And let's not forget that older employees are | | | | , be more likely to have it decreased considerably. |
| more likely to fall ill, to get involved in accidents, | | | | Since all these can be the consequences of the |
| and are nearer to death. These may not result in | | | | misleading recommendation from the director of |
| financial losses of the company, but they are | | | | personnel, I think it is only too natural that the |
| elements of distraction, causing the company to | | | | president of Professional Printing Company will |
| be less able to concentrate on the more | | | | turn a deaf ear to it. |
| important matters. No company, I'm sure, will like | | | | |