Critically discuss relevant academic literature, what are the issues and challenges with regards to age diversity on the individuals and organisations?
In the attached document at the legal framework part, could you pleased provide references on which website or academic references did you retrieve from? You can cite the website if it is retrieved from such sources.
The essay should have the below:
Part 1 – (700 words) on:
1) Current research, debates, theories and models
Critically discuss relevant academic literature, what are the issues and challenges with regards to age diversity on the individuals and organisations?
2) Organizational strategies and policies
How does managing diversity, related to age, manifest in workplaces? What may be considered best practice?
3) The impact on individual and organizational performance
Critically evaluate such practice and the impact on the individual and organisational performance.
Is it all about performance?
4) Legal Framework –
What role does the law in Singapore and the legal framework play with regards to age diversity at the workplace? Can you give some example(s) to illustrate this in relation age diversity?
5) Recommendations and conclusion
What feasible recommendations for workplaces based on evidence, can you highlight to facilitate diversity in regards to age, in the workplace?
Part 2 – Individual Reflection (400 words)
1) What were the main areas of discussion(s) in the protected characteristics on age, disability, gender, religion and belief, sexual orientation and reassignment, marriage, civil partnership, pregnancy and maternity on diversity?
2) How do you position yourself in regards to these?
3) Was there anything that surprised you about the topic?
4) Did you find it easy/difficult to discuss this topic? Why?
Requirements: 4 pages
Workplace Diversity
Name
Institution
Course
Professor
Date
Part 1
Current research, debates, theories and models
Sharma (2016) asserts that it is essential for organizations to be prudent about the management of their workforce with the increasing metamorphosis the work environment is undergoing. The concept of a diverse workforce signifies the difference in people’s backgrounds and their attributes (Nowacka, 2017). Workplace diversity has been a hot topic of discussion in recent years, but much of the debate tends to focus on increasing diversity through ethnicity and gender. While this type of diversification is important at the workplace, age diversity is an equally crucial piece of the story. Mixing of generations at the workplace has perks and challengers, as each has its own skills and strength they bring to the workplace. Based on the social categorization theory, age diversity has differing effects due to intergroup biases of the workforce (Nowacka, 2017). Generational differences affect communication styles, employee commitment, talent retention, and conflict management (Baldwin & Strebler, 2007). They also affect managing, recruiting, change management, team development, motivation, and productivity.
Organizational strategies and policies
An evolving employment landscape presents various challenges of multi-generational diversity. There is an increasing need for managers and leaders to focus on finding effective ways and strategies to manage an increasingly age-diverse workforce. Lasten (2016) conducted a qualitative, single case study that explored strategies that can be implemented by business leaders to enhance the productivity of age-diverse employees. The key themes that emerged from the research was the need to adopt a structured approach to managing the issue of age-diversity, deploying communication strategies, fostering equal treatment, and implementing an employee development plan. Organizational leaders should create awareness of the inherent traits about attitudes, values, and beliefs shown by different generational cohorts by creating training programs. Further, they need to foster and stimulate a business culture of inclusion for all. It is also important for leaders to develop and adopt and organizational policy and structured approach to managing a multi-generational workforce (Baldwin & Strebler, 2007). It is paramount that employees feel a part of the organization, which shows that inclusion is of great important.
The impact on individual and organizational performance
Gelner & Stephen (2009) examine the impact of a company’s workforce age structure on its performance. They suggest that age diversity changes exert a systematic effect on company performance. Further, they state that this relationship’s nature depends on the business area the firm is active and the nature of the tasks involved. Shaheen et al. (2017) support this assertion by stating that there is a significant correlation between an organization’s abilities and the age diversity of its workforce as well as problem-solving techniques. An age-diverse workforce offers a larger skillset and may thereby play a critical role for profitability and sustainability. Further, age diversity reduces the possibility for organizations to have a large part of the workforce that is not working at the same time due to some life event, therefore ensuring that a firm’s performance is more stable and resilient to shocks. Additionally, it also serve strategic management goals of an organization by leading to better business-to-business and business-to-consumer relationship as representing each consumer age group makes it easier to understand their needs.
Legal Framework
Under Singapore law, the Retirement and Re-employment Act (Chapter 274A) and its related subsidiary legislation confers personnel protection against discrimination on the basis of age. Generally, the rules related to statutory protection of members of the workforce against dismissal on the basis of age, re-employment upon attaining the specified age, remedies for the ground of age-related unlawful dismissal, and remedies due to unreasonable dismissal without just excuse or cause and denial of re-employment. Moreover, the rules relate to employment assistance payment and remedies for unreasonable terms and conditions of re-employment. Further, the Tripartite Guidelines pertain to recommendations for re-employment and fair employment practices for older personnel, although they are not subject to the force of the law. The Act covers all Singaporean employees or permanent residents in the country except for certain categories that are exempt by other parts of the law, such as the Retirement and Re-employment (Exemption) Notification 2011 (“Exemption Notification”).
Recommendations and Conclusion
It is highly essential for firms to find effective ways to solve the issues surrounding age diversity due to the contributions of every age cohort to business success. If properly managed, age diversity can confer immense benefits to help organizations reach new levels, be more successful, and achieve more goals. To promote age diversity, organizations should facilitate strong networks of communication to ensure that messages are passed on effectively, even with the different communication norms and styles. Additionally, conflict resolution strategies should be in place to ensure that employee issues are solved amicably to maintain a stable working environment. Finally, organizations should promote team work and celebrate all achievements to help employees interact and understand how to work with each other.
Part 2- Individual Reflection
Main areas of discussion in the protected characteristics
Promoting diversity is a key topic for companies operating in the contemporary business environment. In terms of diversity, the main areas of discussion in the protected characteristics are discrimination, equality, and strategies for promotion of diversity. Discrimination occurs in the workplace where one or more groups of employees is treated differently due to some distinct attribute. Equality at the workplace occurs where there are policies and best practices to promote diversity and prevent discrimination of any kind. Strategies for promoting diversity ensure that leaders and employees promote workplace equality by not discriminating against others on the basis of their differences.
Personal positioning
I have had an experience with working in a diverse workplace, with employees from different backgrounds and attributes. Teams within that organization were primarily based on diversity to ensure optimal creativity and innovation. Working within diverse teams opened my mind to appreciate the importance of each employee and the input they contribute towards the accomplishment of team and organizational objectives. My experiences in the past positioned me to think and act positively with regards to diverse workplaces. Further, my school life has provided me with a chance to interact with individuals from various backgrounds, thereby setting a mindset of inclusivity.
Surprises from the topic
Reading on age diversity, I was intrigued by the challenges arising from having a multi-generational workforce. While the perks of promoting age diversity surpass the challenges it brings about, there is no denying the importance of managing the different age cohorts. Even with the immense potential that a diverse workforce promises, ineffective leadership and management can bring about more losses than benefits. In light of this, it was interesting coming up with potential solutions to the challenges of age diversity.
Ease or difficulty of topic
I found the topic interesting and somewhat easy to discuss. Going through the literature gave me more insight into the contemporary workplace and the current best practices with regards to diversity and human resource management. It was not difficult finding secondary sources with relevant material for the discussion topic, which made my work easier. The concepts learned from this topic will most likely come in handy in my future career. Thus, the topic was insightful both for the classwork and in terms of work experience.
References
Baldwin, S., & Strebler, M. (2007). Managing an Age Diverse Workforce: Research and Practice in the Run-Up to the Employment Equality (Age) Regulations, Brighton. Institute for Employment Studies, Accessed from http://www.employment-studies.co.uk/system/files/resources/files/mp80.pdf (accessed 9 January 2017).
Gelner, C., & Stephen, V. (2009). The impact of aging and age diversity on company performance. Academy of management executive, 14(1), 93-105.
Lasten, Y. W. (2016). Strategies for managing an age-diverse workforce in Curaçao (Doctoral dissertation, Walden University).
Nowacka, M. E. (2017). Managing age diversity in the workplace-a challenge for contemporary organizations and managers. The Central European Review of Economics and Management (CEREM), 1(2), 113-132.
Shaheen, N., Hussain, S., Ali, M., Mateen, A., & Ali, A. (2017). Impact of Age Diversity on Organizational Performance: A Case of Banking Sector in District Swat.
Sharma, A. (2016). Managing diversity and equality in the workplace. Cogent Business & Management, 3(1), 1212682.
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