The purpose of this study was to elucidate the principles and practice of age management in hospital organizations. The study focused on finding out how the different aspects of age management had been documented and how age management was carried out in practice by the superiors. The aim of the study is to increase the amount of information on how workers of different age and workers at different phase of life or career can be accounted for in a working life.

The target groups of the study were Central Finland Health Care District and Etelä-Savo Hospital District . Data and material for the study were obtained from the available documents related to age management provided by the study organizations and through interviewing the heads of the nursing personnel. Theory-based content analysis was used to analyze the research material and data.

Findings from the documents of the organizations related to visions and principles of age management showed that the aspects mostly considered were age structure, wellbeing and coping at work and professional skills. In addition, principles related to work organizing were mentioned in several documents. However, the issues were brought out rather briefly and disconnectedly. Based on the results from interviews supervisory managers felt that they received very little, if any, support or guidance related to age management policies. Consciousness of age management and actions related to it depended considerably on personal education of the supervisory manager and thereby acquired knowledge on how to implement the actions in practice. Nevertheless, supervisory managers had plenty of means of age management to support workers of different age and workers at a different phase of life or career in daily work. Age management practices often realized as flexibility in a working life. The most considerable of which related to working hours and shift planning. The role of the supervisory manager in realization and improvement of age management practices was regarded highly remarkable by the interviewees. The attitude of the supervisory manager and good leadership are basis for everything.

The results of the study can be utilized to develop age management. The results suggest that it should be invested more in supporting, coaching and guiding supervisory managers. Furthermore, documentation of the principles of age management should be unified and clarified.