BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
Business Management and Organizational Behaviour
Assignment #1
Increasing Diversity at the Workplace
Date: January 29, 2024
Niagara College
Toronto Campus
Department of Human Resource Management
MGMT 9710 Business Management and Organizational Behaviour
Group: 2
Submitted by: Ifeoluwa Ogundiran (4569222)
Submitted to: Professor Nitleen Kaur
BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
1.
The multigenerational gap in an aging workforce affects many areas of an organization. One of
the ways employment relationships are likely to be impacted is the two-way transference of
knowledge between younger and older workers. The older workers have more to offer in terms of
years of company-specific knowledge, experience, and know-how and can provide guidance and
mentoring to the younger workers. On the other hand, the younger generation is more attuned to the
latest technological advancements, innovations, and ideas, as seen most recently by the
incorporation of social media websites and apps by organizations. The younger workers can, in turn,
share this knowledge with the aging workforce, carrying them along with the shifting global
landscape, eventually leading to more productivity in the workplace. Each demography stands to
enjoy a mutually beneficial relationship with the other (Muller, 2015).
Another change likely to occur is a significant shift in demographics as more older people
are employed and more countries extend the required retirement age or simply eliminate the
restriction, resulting in an imbalance of older people at work compared to entry-level workers.
Research has shown that there has been a significant increase in the overall health of older
adults. At the same time, younger workers have seen an increment in work-limiting disabilities
and poor health that will require more workplace allowances (Becker, et al., 2022).
2.
Yes, I think the diversity of age groups in the workforce of an organization would prove to be
quite challenging for managers in a myriad of ways. One of these acute challenges is the inevitable
conflict between the younger and older workers due to generational differences in values, attitude,
perception, identity, orientation, worldview, aspirations, life experiences, and beliefs, leading to
contrasting opinions and ideas. Statistics have shown that attitudes and approaches to work have
changed over the years, with different generations following different ideals and redefining what is
important to them. These differences will challenge managers as they learn to understand and
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BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
engage a diverse workforce of at least four to five generations, both as standalone groups and as a
collective (Lanier, 2023).
Another challenge is that some older employees feel uncomfortable digesting new ideas,
handling new technology and equipment, and adjusting to the shifting workplace environment.
Instead, they prefer to stick to their old and familiar ways. Companies these days have adopted
modern office practices and implemented the development and application of new software and
hardware to increase efficiency and productivity. Managers must implement training targeting each
group's needs and may have difficulty convincing older employees to accept these changes.
3.
Organizations can cope with differences relating to age discrimination in the workplace by
taking a few actions, like educating their managers and employees about age discrimination and
making sure they understand that there would be zero tolerance for actions that might constitute
ageism. Also, a safe work environment should be created where older employees and witnesses to
such acts are comfortable enough to report such discrimination and efficiently deal with reported
cases (Age Discrimination in the Workplace, n.d.).
4.
A policy that might lead to age discrimination charges is when an organization only hires
younger workers, with a lack of consideration of the skills needed to perform the job in which the
older candidates seem to hold more dominance. Such policies result from age-old stereotypes about
older workers, like doubts about the quality of their mobility, resistance to change, inability to keep
up with the younger generation when it comes to innovation, and many more. If a dive into the
history of an organization comes up with evidence of such hiring patterns, somebody may bring up
charges of discrimination.
Also, when an organization promotes a younger, less qualified employee over an older, more
experienced, and suitable candidate without rhyme or reason, this might lead to accusations of age
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BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
discrimination. Furthermore, forcing more senior employees to retire early by offering them
incentives like retirement packages stems from ageism. Companies do this to push out their older
workers under the guise of showing concern for their health and well-being (Kita, 2019).
Organizations instructing their recruiters and agents to hire based on skills and not by age can
amend these policies. Also, promotions and rewards should be ensured on the merit of excellence
in performance and effort exerted, not on age or number of years employed.
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BUSINESS MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
Bibliography
Muller, D. (2015, November 15). 5 Ways an Aging Workforce Is Changing Employee Relations.
Retrieved from HRACUITY: http://www.hracuity.com
Lanier, S. (2023, June 27). How To Navigate Generational Differences in the Workplace. Retrieved from
Hubspot Blog: https://blog.hubspot.com/the-hustle/generational-differences-in-the-workplace
Kita, J. (2019, December 30). Workplace Age Discrimination Still Flourishes in America. Retrieved
from AARP: https://www.aarp.org/work/age-discrimination/still-thrives-in-america/
Age
Discrimination
in
the
Workplace.
(n.d.).
Retrieved
from
LloydSadd:
https://lloydsadd.navacord.com/insights/age-discrimination-in-theworkplace/#:~:text=Assess%20organizational%20culture%2C%20practices%20and,embraces%20
employees%20of%20varying%20backgrounds.
National Academies of Sciences, Engineering, and Medicine; Division of Behavioral and Social
Sciences and Education; Committee on National Statistics; Committee on Population; Committee
on Understanding the Aging Workforce and Employment at Older Ages, Becker, T., & Fiske, S. T.
(Eds.). (2022). Understanding the Aging Workforce: Defining a Research Agenda. National
Academies Press (US).