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In the context of a gradually ageing labour force and skills shortages, discrimination against older workers has recently become an issue of public policy concern. Ageism is arguably more pervasive in the hospitality industry than elsewhere; a recent follow‐up study confirms that hospitality organizations continue to rely heavily on younger workers and show little disposition to capitalize on the acknowledged benefits which older workers can offer. Consequently, these organizations do not appear to be well placed to manage future developments in the labour market, particularly in relation to obtaining managers.

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