The Role of Aging, Age Diversity, and Age Heterogeneity Within Teams

Work engagement to private sector workers during the Covid-19 pandemic has been stationary or experienced a decline. One of the antecedents of work engagement is personal resources construct. One derives personal resources construct is psychological capital based on the Job Demand Resources (JD- R) model. This research aims to prove the moderating role of age diversity to private sector workers in connection between psychological capital and work engagement referring to the theory of “Conservation of Resource” (COR). This research involves 127 Jabodetabek employees that works in private sectors. The measuring instrument used is Utrecht Work Engagement scale (UWES)-9, Psychological Capital Questionaire (PCQ-24) and age diversity that is categorized in 4 groups. The result of the research shows that there is a significant positive connection between psychological capital and work engagement of private sector employees. In other side, age diversity does not have a moderation effect, there is insignificant interaction effect between psychological capital and age diversity to work engagement, who the majority of participants in this study have already led to the stage of maintaining (age 41- 60 years old). With regard to the second most participants entering the advancement stage (ages 27–40 years old). In addition, this research proves employee who has high psychological capital; resulting in an increase of work engagement

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The impact of technological progress on the different generations of workers in the European banking industry: the central role of social dialogue to promote age diversity management and knowledge transfer

10.20935/al1071 ◽

2021 ◽

Author(s):

Francesco Discanno

Keyword(s):

Knowledge Transfer ◽

Technological Progress ◽

Banking Industry ◽

Diversity Management ◽

Social Dialogue ◽

Age Diversity ◽

European Banking ◽

The Impact

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Improving board diversity around the world: the role of institutional investors

Journal of Financial Reporting and Accounting ◽

10.1108/jfra-03-2021-0076 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Badar Alshabibi

Keyword(s):

Institutional Investors ◽

Estimation Methods ◽

Board Diversity ◽

Content Type ◽

Negatively Associated ◽

Ownership Structures ◽

Institutional Settings ◽

Age Diversity ◽

The Impact

Purpose This study aims to examine the role of institutional investors in improving board diversity for the companies in which they invest (investee companies) using evidence from corporate board characteristics across the globe. Additionally, this study also investigates the association between institutional investors and board diversity under various institutional settings, including varying economic conditions (pre-crisis, crisis and post-crisis), legal systems and ownership structures. Design/methodology/approach Using a sample collected from 15 countries for the period 2006 to 2012, the paper uses panel data analysis to examine the association between institutional investors and board diversity. Findings The study provides evidence that institutional investors do not promote board diversity and show that in general there is no association between institutional ownership and various board diversity attributes such as gender, age, nationality and education. However, the study finds that institutional investors are positively associated with the educational diversity of boards during times of crisis and are negatively associated with board age diversity during pre-crisis and post-crisis periods. Furthermore, while in common law countries institutional investors are found to be negatively associated with board age diversity, they do not influence board diversity outcomes (i.e. gender, age, nationality and education) in civil law countries. The results also show that the associations between institutional investors and board diversity are mixed and insignificant according to different ownership structures (family and non-family owned firms). The main findings of the study are robust and apply to various estimation methods. Originality/value This study provides a unique perspective on the impact of institutional investors on board diversity using a sample collected from 15 countries. Furthermore, the study provides an insight that the institutional settings should be considered when investigating the activism of institutional investors in improving governance practices.

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Perceived organizational values and innovation: The role of transactive memory and age diversity in military teams

Military Psychology ◽

10.1080/08995605.2021.1962177 ◽

2021 ◽

Vol 33 (5) ◽

pp. 296-307

Author(s):

Carlo Odoardi ◽

Adalgisa Battistelli ◽

Jorge Luis Velilla Guardela ◽

Mirko Antino ◽

Gennaro Di Napoli ◽

...

Keyword(s):

Transactive Memory ◽

Organizational Values ◽

Age Diversity ◽

Military Teams

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Age diversity, group organisational citizenship behaviour, and group performance: Exploring the moderating role of charismatic leadership and participation in decision-making

Human Resource Management Journal ◽

10.1111/1748-8583.12197 ◽

2018 ◽

Vol 28 (4) ◽

pp. 621-640

Author(s):

Jee Young Seong ◽

Doo-Seung Hong

Keyword(s):

Decision Making ◽

Group Performance ◽

Charismatic Leadership ◽

Age Diversity ◽

Participation In Decision Making ◽

Moderating Role

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When is age dissimilarity harmful for organisational identification? The moderating role of age stereotypes and perceived age-related treatment

Human Relations ◽

10.1177/0018726719900009 ◽

2020 ◽

pp. 001872671990000

Author(s):

Alessia Sammarra ◽

Silvia Profili ◽

Riccardo Peccei ◽

Laura Innocenti

Keyword(s):

Age Group ◽

Age Stereotypes ◽

Age Diversity ◽

Age Related ◽

The Social ◽

Perceived Age ◽

The Relationship ◽

Potential Challenge ◽

Social Identity Approach

Due to demographic changes, age diversity is growing in the workplace, creating a potential challenge to social integration. However, who is most affected by working with colleagues of different ages and when is being dissimilar in age from others more likely to hinder organisational identification? Drawing on relational demography and on the social identity approach, we suggest that certain individual and contextual conditions can lead employees to react to greater age dissimilarity by reducing their psychological attachment to the organisation. We propose that negative age stereotypes and perceived age-related treatment affect the salience of age as a social category for employees and threaten their age group identity, thereby creating conditions in which age dissimilarity might hinder organisational identification. We therefore examine the moderating effects of negative age stereotypes and perceived age-related treatment on the relationship between age dissimilarity and organisational identification in a sample of 434 schoolteachers from 16 schools in Italy. Findings show that age dissimilarity per se is not sufficient to hamper employees’ identification with the organisation. However, it has detrimental effects when employees hold negative age stereotypes and/or perceive an unfair organisational treatment towards their own age group. Implications for research are discussed along with practice implications.

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