Abstract
In recent years, due to population ageing, the European Union has promoted active ageing policies as a means to encourage workers to delay labour market exit. Our paper explores what active ageing means to social partners (employers, managers and workers) in Spain and also the viability of implementing an active ageing culture in organizations. We used a qualitative case study methodology to identify perceptions regarding obstacles and facilitators in the adoption of an active ageing culture in different production sectors, as well as responses to active ageing policies. Data-generating workshops were held with employees and managers of four types of companies located in the south of the country. Perceived obstacles to active ageing were more organizational than individual in nature. Some of these obstacles gave rise to a kind of forced active ageing in a context in which the previous predominant message had been to retire as early as possible. Job adaptation was perceived as both an obstacle and a facilitator. Increasing recognition of older workers and raising their motivation to extend their working lives were found to be important pending tasks. In contexts of high unemployment, active ageing often remains largely unknown within productive organizations, and the idea of retiring as soon as possible continues to guide many workers. In these circumstances, the implementation of top-down, uniform active ageing policies has proven to be of limited efficacy. Awareness campaigns and initiatives aimed at improving older workers' health and abilities should be launched as complementary active ageing strategies. SUPPLEMENTARY INFORMATION: The online version contains supplementary material available at 10.1007/s10433-021-00650-6.