Questions regarding the management of human resources within a global pool of labour that is ageing are key for managers and economies around the world. A volume that addresses whether and what types of different human resource management (HRM) strategies may be required for older workers, how companies may prepare better for the ageing of their workforce and can, in fact, derive benefits from this process, should therefore be welcomed. In particular, and as the editors point out in their introductory chapter, the German and Japanese contexts in this book promise interesting comparisons as both countries have experienced considerable ageing of their working populations and both are non-liberal capitalist systems, although the institutional settings vary considerably. Thus, Germany seems ill prepared for imminent changes, whereas Japan started discussing the extension of the mandatory retirement age as early as the 1960s and has therefore been looked to as a potential source of experience and progressiveness with regards to age management (see Casey, Reference Casey, Loretto, Vickerstaff and White2007).

Backes-Gellner and Veen (chapter 2) further explore the difficulties Germany is experiencing and highlight the lack of awareness at public and company level. Their analysis of SMEs shows that smaller companies in particular struggle to respond to the challenges of ageing workforces. Seike (chapter 3) then outlines pension and labour market reforms in Japan with the main aim of supporting the establishment of an ‘age-free active society’. A comparative chapter on Germany, Japan and the USA follows in which Wolff, Gunkel and Wenzke (chapter 4) argue the case for public and private sector spending on education. They also provide an analysis on the effect of institutional settings, showing that on average the effective retirement age in Japan is far later than the comparatively early official retirement age, whereas in Germany the reverse is the case.

Japanese experience shows that continued employment can keep older people out of poverty, but as Ohashi (chapter 5) discusses, employment conditions are increasing in importance, even while health restrictions on the employment of older workers are decreasing. Single women have the highest risk of poverty. Higuchi and Yamamoto (chapter 6) investigate different HRM strategies’ contribution to promoting employment amongst older people and how their skills could be utilised best. Pension and wage systems and the mandatory retirement age play obvious roles, but, in addition, the proportion of part-time workers, the performance management approach, work allocation and Health and Safety approaches all play a role. Nakamura (chapter 7) further extends the investigation into the effects of support measures and shows that there is low awareness and take up of public measures, whereas measures taken by companies tend to favour men. Luczak and Stemann (chapter 8) outline short-, medium- and long-term intervention strategies for companies to promote health amongst ageing workforces. Although there are no ‘one-fit’ solutions, they conclude that companies can no longer remain inactive and neglect the potential of older workers. Nakamura (chapter 9) discusses the reforms of HRM in Japan, in particular the challenges and opportunities offered by performance-based salary systems, though companies have taken very different approaches to defining performance, placing more or less emphasis on the work process as well as the outcome.

Naegele (chapter 10) outlines background factors and recent developments in the German labour market and emphasises the need for cultural change to encourage the development towards ‘age-neutral’ policies. This would incorporate preventative policies of employment promotion and promotion not just for workers of a certain age but throughout a working life. Shintani (chapter 11) further expands on this theme by describing the Japanese developments, and in particular the contributions of the Japanese Electrical Electronic and Information Union. Although ageless employment policies are the ultimate aim, the key concern so far has been on a gradual extension of the mandatory retirement age.

This brief outline indicates the breadth of the chapters in this book each of which adds interesting information and arguments. However, structural shortcomings limit a critical comparative analysis that would be highly useful for an international readership. Apart from the introductory chapter, there is little by way of pulling together the various chapters, for example with the help of cross-references or via a concluding chapter. Background information is provided late in the book, making it difficult to fully understand the implications of all findings. The majority of chapters are dedicated to Japan, with much less emphasis on Germany and/or a comparative approach. Whilst this focus is not a problem in itself – especially given the potential to learn from the Japanese context mentioned above – a clearer analysis regarding the broader implications of findings and the overall argument and purpose of the book would have been useful. Further confusion emerges as a result of the broad span, which includes not only company-level HRM activities, but also broader, national, sectoral and trade union policies. A critical analysis of the various levels and actors that need to be involved to ensure a coordinated response to ageing would have reinforced the argument that emerges from several of the chapters: that we need an ‘age-free’ approach in workplaces and in societies that allows workers of all ages a healthy and stimulating engagement with employment.