Abstract
There have been many changes in work, including the rapid infusion of technology into work processes, a reduced emphasis on effortful manual labor, an increased emphasis on the service sector, changes in systems of work organization, and the proliferation of alternative work arrangements, as well as new perspectives on aging processes. These changes argue for a reappraisal of issues related to job design for older workers. In this chapter, in addition to a focus on topics detailing how to ensure that the demands of the job are commensurate with the cognitive, sensory, and motor capabilities of older workers and their health conditions, a broader perspective to instituting job design strategies is presented. In this regard, topics on training older adults, job motivation and its relationship to job design, as well as the emergence of mentoring roles for older workers and the prospects for older workers collaborating on teams are also discussed.