This will be followed by a discussion of the advantages and disadvantages of older people working in a workplace and the management of older workers. The paper will finally discuss the effects of older workers on the organization as a whole.In a report by Todd J. Maurer, Francisco G. Barbeite, the author has dealt with the issue of relationship and job performance. The report has provided a deep and step by step focus on the relationship (Maurer, Barbeite, 2002). The report has clearly shown that there is no clear relationship between job performance and the age of the people. The article clearly shows that the most important aspect of any job is the performance of the person. However, if a person does not perform well, the chances are low for the person to stay on in the same job for a longer time. It is also clear that there is no one way to judge the performance of older or younger people at a job to be compared or to be judged in terms of performance. It would be incorrect to judge a young and older employee based on the tasks that are given to them. There is a high possibility that with bias the older person would have been given a more difficult task than the younger or vice versa. The research also highlights that the relationship between performance and age is a linear one, i.e. with the increase in age, the performance of the individual increases or decreases consistently. The author also explains, ‘that job performance is almost always multidimensional, meaning the work requires more than one important type of behavior or skill for overall success. Thus if some workers focus their efforts on one part of a job and other workers focus their efforts on other parts of a job, their overall performance may be similar, even though they reached the performance level through allocating their efforts differently. If older workers’ abilities or skills decline in one aspect of work, they may focus their efforts on another aspect to achieve the same overall level of success’ (Maurer, Barbeite, 2002).