The study investigates the changes in employment relationships that are likely to occur as the population ages. It will briefly outline challenges managers will face because of age diversity and the challenges that will be most profound. One main challenge is age discrimination, we will discuss the types of policies and how they can be changed to eliminate age discrimination in the workforce. This study will draw your attention to other challenges organizations often encounter and some of the actions they should take to overcome diversity challenges. We hope to examine some of the important benefits of having a diverse workforce.
The Treasure Trove of the Aging Workforce
As the population ages there will be many changes in employment relationships. These changes will affect both the young and the old. According to Robbins and Judge (2015), the relationship between age and job performance is likely to be an issue of increasing importance during the next decade for many reasons. Robbins and Judge also state that employers express mixed feelings about the older worker. Age discrimination tend to trigger these mixed feelings which are caused by the negative factors of the aging workforce. Research indicates that older people are not low performers, and organizations are realizing that the benefits are greater with the older age group (Robbins and Judge, 2015). Age discrimination is not good for business, it allows older workers with good talents, knowledge and experience to waste their abilities, hence, lower levels of commitment. Changes in employment relationships
There will be an increase in the number of older people in the work force as the population ages. According to Axley 2009, people are living longer, healthier lives, and have higher levels of formal education compared to earlier generations. Jobs are also less physically demanding than in the past, as the economy shifts away from manufacturing occupations towards service ones. Many individuals will work past the previous established ages of retirement. The fastest-growing segment of the workforce is individuals over the age of 55 (Robbins and Judge, 2014). As the population ages, employers may find it necessary to alter their employment practices and pension plans to induce some of those who would otherwise retire to remain on the job (Axley 2009).
Challenges of increasing age diversity
As the population age’s majority of the older work force will be highly skilled and educated. Managers, especially those who have climbed up the ladder overtime with no higher education will face challenges as they will feel threatened that the new era of older workers are way more advanced. More will be required of managers, the most profound challenge will be treating employees fairly. According to Robbins and Judge 2015, employers will have to set clear expectations for performance, deal with problems directly, communicate with workers frequently, and follow clear policies and procedures consistently.
Clarity and consistency can help ensure all employees are treated fairly regardless of age (Robbins and Judge, 2015). Organizations can cope with the differences related to age discrimination in the work place by expanding training opportunities for older workers so that they can keep up with the new trends. Older employees can assist by being flexible for training. Individuals who are knowledgeable about the older worker stereotypes can show how that viewpoint is wrong, clear communication of skills, salary and benefit requirements will help employers address this issue (Robbins and Judge 2015).
Charges of age discrimination
Promoting employees based on age can lead to charges of age discrimination. Managers should create a structured appraisal process or performance review to critique each employee and make that a part of the promotion process. Offering training to younger workers could also an issue. Management should offer training to all workers despite of their age. Age should never be a requirement for job application. They should always avoid mentioning age as part of the requirement.
A recent study found no link between female representation on boards of directors and these companies’ corporate sustainability or environmental policies. I am surprised by these findings as women in fact excel at creating a sustainable future. According to a research by McElhaney and Mobasseri 2012, companies with more women on their board of directors from an environmental stand point are likely to proactively invest in and develop products to help climate change, reduce carbon emission of their products and even reduce environmental impact of their packaging.
They also discussed that in regards to corporate sustainability women take advantage of the opportunity to provide improved healthcare, good benefits and incentives. They are more likely to offer products and services to communities with limited or no access to financial product. Organizations do benefit as women helps to advance their goals, they will reap higher financial return and better management qualities (McElhaney and Mobasseri, 2012).
In order to eliminate discrimination it is very important that management first follow all the policies. Information as it relates to discrimination must be relayed to all employees. There should be no informal rule of conduct this can be a barrier to diversity in the work place, Robbins and Judge, 2015 states that much concern about diversity has to do with fair treatment. There are many other discriminations that the workforce faces, these include sex, race, disability and several biographical characteristics. The promotion of age diversity practices will build a level of commitment to the company. Ayub, Aslam, Razzaq, Iftekhar, and Hafeez (2013) explains that, “managing diversity means acknowledging people’s differences and recognizing these differences as valuable; it enhances good management practices by preventing discrimination and promoting inclusiveness.”
Ayub, A., Aslam, M. S., Razzaq, A., Iftekhar, H., & Hafeez, S. (2013). EXAMINING FACTORS AFFECTING DIVERSITY IN THE WORKPLACE. Interdisciplinary Journal of Contemporary Research in Business, 4(12), 642-648. Retrieved from http://ezproxy.snhu.edu/login?url=http://search.proquest.com/docview/13701899
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