WK1-2AssgnPatelA.docx - 1 Legal Considerations in HRM...

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Legal Considerations in HRM Annotations (Revised-2) Walden University IPSY6740 1
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Ali, M., & French, E. (2019). Age diversity management and organizational outcomes: The role of diversity perspectives. Human Resource Management Journal , 29 (2), 287-307. Research on age diversity is thinning as it lacks the number of studies conducted and the programs and practices studied. This article utilizes contingency theory and social exchange theory in order to test the hypothesis, “Whether age diversity practices and work-life programs lead to superior organizational outcomes?” Social exchange theory proposes the notion that individuals reciprocate attitudes and behaviors, however, this theory does not only pertain to individuals but also between employees and their organization. For example, this theory suggests “employers offer effective diversity management, and in return, the employees demonstrate trust, loyalty, and commitment.” This interaction would eventually lead to higher moral, commitment, and trust, therefore, increasing productivity and revenue. The study included 248 managers from large Australian organizations who responded to survey questionnaires pertaining to “age diversity practices, work-life programs, diversity perspective, voluntary turnover, etc…” Using the Konrad and Linnehans HR structure scale, the researchers utilized 12 items for the age diversity practices and 5 items for the work-life program. The hierarchical multiple regression test produced results of a positive relationship between age diversity and work life programs and organizational outcomes. Therefore, it is imperative for organizations to manage work-life programs and age diversity in order to increase “positive outcomes across HR management, financial, and CSR performance.” This study contained a few limitations, one of which is that while focusing on age diversity, it did not consider any other demographic diversity practices. In addition, the level of generalizability may be low due to the low response rate. The findings of this study could have been strengthened with a higher response rate. Lastly, culture was not considered when conducting this research. Analyzing age diversity across cultures may provide additional insight 2
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on diversity management. Overall, this study provided strong empirical evidence as many of the past research does not comprise of work-life programs. Bajpai, B., & Dixit, P. (2015). Managing Workforce Diversity in Competitive Environment. International Journal of Business Management Invention, 4 (1), 1-11. In order to increase organizational productivity and performance, many organizations are utilizing the diversity of the workplace. Many heterogeneous work teams often outperform homogeneous work teams as they are increasingly creative and effective. However, this is only the case when diverse work teams are managed accurately. The objectives of this paper is, “to understand the factors that contribute to a high level of workforce diversity, analyze the consequences of workplace diversity, and how it could be managed effectively.”
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