Age Diversity

14,000,000 Leading Edge Experts on the ideXlab platform

Scan Science and Technology

Contact Leading Edge Experts & Companies

Scan Science and Technology

Contact Leading Edge Experts & Companies

The Experts below are selected from a list of 94257 Experts worldwide ranked by ideXlab platform

Stephan A Boehm - One of the best experts on this subject based on the ideXlab platform.

  • It Matters How Old We Feel in Organizations : Testing a Multilevel Model of Organizational Subjective‐Age Diversity on Employee Outcomes
    Journal of Organizational Behavior, 2021
    Co-Authors: Florian Kunze, Stephan A Boehm, Heike Bruch
    Abstract:

    This study contributes to the emerging literature on Age Diversity effects at the organizational level of analysis by comparing the role of chronological-Age Diversity versus subjective-Age Diversity. We hypothesize a multilevel model in which organizationallevel subjective-Age Diversity is negatively related to bonding social capital within organizations, which, in turn, contributes to heightened employee engAgement and lowered turnover intentions. The assumed relationships are tested in a multilevel sample of 96 German small- and medium-sized companies with 16,274 employees participating. We gathered data from four different sources to circumvent common source problems and received support for most of the proposed relationships. Given the potentially detrimental effects of high subjective-Age Diversity in the workplace, the paper concludes with practical recommendations on how to manAge subjectiveAge Diversity in companies proactively.

  • How Do I-Deals Influence Client Satisfaction? The Role of Exhaustion, Collective Commitment, and Age Diversity
    Journal of Management, 2017
    Co-Authors: P. Matthijs Bal, Stephan A Boehm
    Abstract:

    This paper introduces a multilevel perspective on the relationships of idiosyncratic deals (i-deals) with organizational outcomes (i.e., client satisfaction) and investigates how and under which conditions these relationships manifest. On the basis of contagion theory, we proposed that the positive effects of i-deals will spill over within organizational units (indicated by reduced emotional exhaustion and enhanced collective commitment), which leads to increased customer satisfaction. Moreover, we postulated that the effects of i-deals would be more prominent in units with high Age Diversity, as i-deals are more important in units where people’s work-related needs are more heterogeneous due to the higher Diversity in employee Age. A study among 19,780 employees and 17,500 clients of a German public service organization showed support for the contagion model and that i-deals were negatively related to individual emotional exhaustion and subsequently positively related to collective commitment within units and Client satisfaction measured 6 months later. Emotional exhaustion and collective commitment mediated the relationships between i-deals and client satisfaction. Finally, we found that the relationships between i-deals and emotional exhaustion / client satisfaction were more strongly negative in units with high Age Diversity, rather than in units with low Age Diversity, indicating the benefits of i-deals within units with high Age Diversity to reduce emotional exhaustion and enhance client satisfaction.

  • Subjective Age Diversity, Age discrimination, turnover, and emotional exhaustion in companies
    Academy of Management Proceedings, 2017
    Co-Authors: Florian Kunze, Stephan A Boehm
    Abstract:

    This study contributes to the emerging literature on Age Diversity effects at the organizational level of analysis by comparing the role of chronological Age Diversity versus subjective Age Diversity. We hypothesize a model in which organizational-level subjective Age Diversity is positively related to a negative Age-discrimination climate, which in turn, contributes to higher collective perceptions of emotional exhaustion and turnover intention. The assumed relationships are tested in a sample of 96 German small and medium-sized companies with 16,274 employees participating. To circumvent common source problems, information for the various constructs was gathered from four different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. Given the potentially detrimental effects of high subjective Age Diversity in the workplace, the paper c...

  • Age Diversity and Age Climate in the Workplace
    Aging Workers and the Employee-Employer Relationship, 2014
    Co-Authors: Stephan A Boehm, Florian Kunze
    Abstract:

    Raising levels of Age Diversity are a corporate reality in most organizations today. Unfortunately, the effects of Age Diversity on various organizational outcomes including its effect on the employment relationship are not yet fully understood. This chapter strives to provide a theoretical and empirical synopsis of relevant literature in this field. First, various theoretical frameworks are discussed to explain both positive and negative effects of Age Diversity. These include cognitive resource models of variation as well as processes related to similarity-attraction, social identity, career timetables and prototype matching, as well as Age-based faultlines. Second, a structured review is conducted which summarizes empirical findings on the effects of Age Diversity at different organization levels and with regard to various outcomes including performance, innovation, communication, discrimination, conflict, and turnover. Third, potential moderators of the Age Diversity-outcome relationship are discussed which include demographic and task characteristics, team processes, leadership behavior, Age stereotypes, HR and Diversity manAgement practices, as well as Diversity mindsets and Age-Diversity climate. The chapter concludes with an outline for future research in this important area of organizational behavior.

  • Spotlight on AgeDiversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes
    Personnel Psychology, 2013
    Co-Authors: Stephan A Boehm, Florian Kunze, Heike Bruch
    Abstract:

    This study investigates the emergence and the performance effects of an Age-Diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues� (Kopelman, Brief, & Guzzo, 1990) climate model of firm productivity as well as Cox's (1994) interactional model of cultural Diversity, we hypothesize a positive influence of Age-inclusive HR practices on the development of an organization-wide Age-Diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees� collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium-sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive Age-Diversity climate.

Florian Kunze - One of the best experts on this subject based on the ideXlab platform.

  • It Matters How Old We Feel in Organizations : Testing a Multilevel Model of Organizational Subjective‐Age Diversity on Employee Outcomes
    Journal of Organizational Behavior, 2021
    Co-Authors: Florian Kunze, Stephan A Boehm, Heike Bruch
    Abstract:

    This study contributes to the emerging literature on Age Diversity effects at the organizational level of analysis by comparing the role of chronological-Age Diversity versus subjective-Age Diversity. We hypothesize a multilevel model in which organizationallevel subjective-Age Diversity is negatively related to bonding social capital within organizations, which, in turn, contributes to heightened employee engAgement and lowered turnover intentions. The assumed relationships are tested in a multilevel sample of 96 German small- and medium-sized companies with 16,274 employees participating. We gathered data from four different sources to circumvent common source problems and received support for most of the proposed relationships. Given the potentially detrimental effects of high subjective-Age Diversity in the workplace, the paper concludes with practical recommendations on how to manAge subjectiveAge Diversity in companies proactively.

  • The Moderating Role of Employees’ Age Distance on the Performance Effects of Workforce Age Diversity
    Academy of Management Proceedings, 2019
    Co-Authors: Kim De Meulenaere, Florian Kunze
    Abstract:

    Age Diversity in Western workforces is increasing. In this study, we offer a new conceptual and empirical perspective to this phenomenon by introducing the concept of employees’ Age distance to und...

  • Subjective Age Diversity, Age discrimination, turnover, and emotional exhaustion in companies
    Academy of Management Proceedings, 2017
    Co-Authors: Florian Kunze, Stephan A Boehm
    Abstract:

    This study contributes to the emerging literature on Age Diversity effects at the organizational level of analysis by comparing the role of chronological Age Diversity versus subjective Age Diversity. We hypothesize a model in which organizational-level subjective Age Diversity is positively related to a negative Age-discrimination climate, which in turn, contributes to higher collective perceptions of emotional exhaustion and turnover intention. The assumed relationships are tested in a sample of 96 German small and medium-sized companies with 16,274 employees participating. To circumvent common source problems, information for the various constructs was gathered from four different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. Given the potentially detrimental effects of high subjective Age Diversity in the workplace, the paper c...

  • Age-Diversity-ManAgement in Teams und Organisationen
    HR-Exzellenz, 2016
    Co-Authors: Florian Kunze, Max Reinwald
    Abstract:

    Aufgrund gesamtgesellschaftlicher Veranderungen ist fur viele Unternehmen eine altersdiverse Belegschaft langst Realitat. Vor diesem Hintergrund und der Aussicht, dass die Altersdiversitat der Belegschaft in den meisten Unternehmen in Zukunft noch weiter steigen wird, befasst sich dieser Beitrag mit den Folgen von Age Diversity im organisationalen Kontext. Im Sinne eines Mehrebenenphanomens wird dabei zunachst die Age-Diversity-Forschung auf der Teamebene dargestellt, ehe die Organisationsebene fokussiert wird. Auf beiden Ebenen zeigen sich teilweise inkonsistente Effekte von Age Diversity auf Prozesse und Leistung, weshalb auch auf die Forschung zu moglichen Rahmenbedingungen und Interventionen abgestellt wird. Diese Forschung zeigt, dass Rahmenbedingungen wie Aufgabencharakteristika, Fuhrungsverhalten, Altersstereotypen sowie Personal- und Diversity-ManAgementpraktiken fur eine Dominanz der positiven oder der negativen Effekte von Age Diversity sorgen konnen. Die bisherigen wissenschaftlichen Befunde bilden die Basis unserer Empfehlungen fur ein evidenzbasiertes Age-Diversity-ManAgement. Der Beitrag schliest mit noch offenen ForschungsfrAgen, durch deren Beantwortung das evidenzbasierte Age-Diversity-ManAgement zukunftig weiter vorangebracht werden kann.

  • Age Diversity and Age Climate in the Workplace
    Aging Workers and the Employee-Employer Relationship, 2014
    Co-Authors: Stephan A Boehm, Florian Kunze
    Abstract:

    Raising levels of Age Diversity are a corporate reality in most organizations today. Unfortunately, the effects of Age Diversity on various organizational outcomes including its effect on the employment relationship are not yet fully understood. This chapter strives to provide a theoretical and empirical synopsis of relevant literature in this field. First, various theoretical frameworks are discussed to explain both positive and negative effects of Age Diversity. These include cognitive resource models of variation as well as processes related to similarity-attraction, social identity, career timetables and prototype matching, as well as Age-based faultlines. Second, a structured review is conducted which summarizes empirical findings on the effects of Age Diversity at different organization levels and with regard to various outcomes including performance, innovation, communication, discrimination, conflict, and turnover. Third, potential moderators of the Age Diversity-outcome relationship are discussed which include demographic and task characteristics, team processes, leadership behavior, Age stereotypes, HR and Diversity manAgement practices, as well as Diversity mindsets and Age-Diversity climate. The chapter concludes with an outline for future research in this important area of organizational behavior.

Heike Bruch - One of the best experts on this subject based on the ideXlab platform.

  • It Matters How Old We Feel in Organizations : Testing a Multilevel Model of Organizational Subjective‐Age Diversity on Employee Outcomes
    Journal of Organizational Behavior, 2021
    Co-Authors: Florian Kunze, Stephan A Boehm, Heike Bruch
    Abstract:

    This study contributes to the emerging literature on Age Diversity effects at the organizational level of analysis by comparing the role of chronological-Age Diversity versus subjective-Age Diversity. We hypothesize a multilevel model in which organizationallevel subjective-Age Diversity is negatively related to bonding social capital within organizations, which, in turn, contributes to heightened employee engAgement and lowered turnover intentions. The assumed relationships are tested in a multilevel sample of 96 German small- and medium-sized companies with 16,274 employees participating. We gathered data from four different sources to circumvent common source problems and received support for most of the proposed relationships. Given the potentially detrimental effects of high subjective-Age Diversity in the workplace, the paper concludes with practical recommendations on how to manAge subjectiveAge Diversity in companies proactively.

  • Spotlight on AgeDiversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes
    Personnel Psychology, 2013
    Co-Authors: Stephan A Boehm, Florian Kunze, Heike Bruch
    Abstract:

    This study investigates the emergence and the performance effects of an Age-Diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues� (Kopelman, Brief, & Guzzo, 1990) climate model of firm productivity as well as Cox's (1994) interactional model of cultural Diversity, we hypothesize a positive influence of Age-inclusive HR practices on the development of an organization-wide Age-Diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees� collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium-sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive Age-Diversity climate.

  • spotlight on Age Diversity climate the impact of Age inclusive hr practices on firm level outcomes
    Personnel Psychology, 2013
    Co-Authors: Stephan A Boehm, Florian Kunze, Heike Bruch
    Abstract:

    This study investigates the emergence and the performance effects of an Age-Diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues� (Kopelman, Brief, & Guzzo, 1990) climate model of firm productivity as well as Cox's (1994) interactional model of cultural Diversity, we hypothesize a positive influence of Age-inclusive HR practices on the development of an organization-wide Age-Diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees� collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium-sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive Age-Diversity climate.

  • Organizational Performance Consequences of Age Diversity: Inspecting the Role of Diversity-Friendly HR Policies and Top ManAgers' Negative Age Stereotypes
    Journal of Management Studies, 2013
    Co-Authors: Florian Kunze, Stephan A Boehm, Heike Bruch
    Abstract:

    This paper seeks to advance the Diversity literature by investigating organizational performance consequences of Age Diversity. Drawing from social-identity and social- categorization theory, we theoretically argue that, in Age-diverse companies, Age-based subgrouping processes occur, favouring a shared perception of a negative Age-discrimination climate. This perceived negative Age-discrimination climate in turn negatively relates to organizational performance. As the main contribution, top manAgers' negative Age-related stereotypes and Diversity-friendly HR policies are introduced as organizational-level moderators that increase and attenuate, respectively, the social categorization processes affecting performance in Age-diverse companies. We utilized structural equation modelling (SEM) to test the proposed hypotheses using a multisource dataset comprising 147 companies. The results supported all hypotheses, indicating that low negative top manAgers' Age stereotypes as well as high Diversity-friendly HR policies are potential organizational factors that can prevent the negative relation of Age Diversity with organizational performance transmitted through the negative Age-discrimination climate. These results are discussed in light of their contribution to the Diversity literature and social-categorization theory as well as their implication for practitioners.

  • boundary conditions to prevent Age discrimination in Age diverse companies inspecting the role of tmt stereotypes and organizational efforts to support Diversity
    2011
    Co-Authors: Florian Kunze, Stephan A Bohm, Heike Bruch
    Abstract:

    The ongoing demographic change, triggered by decreasing birth rates and increasing life expectancy, urges companies to deal with an increasing aging and Age Diversity of their workforce (Dychtwald et al. 2004). A previous study (Kunze et al., 2010) has shown that Age Diversity in the company as a whole is related to higher levels of Age-discrimination Saturday 8:30-9:45 472 EAWOP Conference 2011 climate that in turn negatively affects company performance, arguing with social-identity (Turner, 1987), timetable-violation (Lawrence, 1988) and prototypematching theories (Perry & Finkelstein, 1999). However, beyond these results, for practitioners it would be extremely helpful to gain knowledge on potential boundary conditions that might prevent the emergence of Age discrimination in Age diverse companies. Therefore, this study aims (a) at replicating the mediating role of Age discrimination climate in the Age Diversity/ company performance linkAge and (b) at introducing Age stereotypes of the top manAgement team (TMT) and organizational efforts to support Diversity as moderators for the Age Diversity/Age-discrimination climate relationship. Age stereotypes of the TMT are expected to positively moderate the Age Diversity/discrimination relationship by affective sharing (Barsade, 2002), contagion effects (Hatffeld et al., 1994), as well as socialization processes (Ashfort & Humphrey, 1993) that might spillover negative stereotypes of the TMT in the whole company. On the other hand, organizational efforts to support Diversity (Triana & Garcia, 1999) are assumed to be a negative moderator for the Age Diversity/discrimination association through creating an environment that enables respect for all employees, regardless of their Age group (Hicks-Clarkes & Illies, 2000; Mor-Barak & Levin, 2002). Hypotheses of the moderated-mediation model are tested, applying structural equation modeling and bootstrapping procedures, in a sample of 76 small and medium sized companies with more than 18.000 employees. To circumvent common method concerns, the study's constructs were collected from different data sources (employees, HR-representatives and TMT members). Overall, all hypotheses receive support in our sample, providing practitioners in companies with first indications, which context factors are relevant to avoid negative performance consequences of Age Diversity.

Isabella M. Venter - One of the best experts on this subject based on the ideXlab platform.

  • INTERACT (3) - Designing Mobile Phone Interfaces for Age Diversity in South Africa: “One-World” versus Diverse “Islands”
    Human-Computer Interaction – INTERACT 2013, 2013
    Co-Authors: Karen Renaud, Rénette Blignaut, Isabella M. Venter
    Abstract:

    Designing for Diversity is a laudable aim. How to achieve this, in the context of mobile phone usAge by South African seniors, is a moot point. We considered this question from two possible perspectives: universal (one-world) versus focused design (designing for diverse “islands” of users). Each island would be characterised by a measure of relative homogeneity in terms of user interface needs. Our particular focus in this paper is Age Diversity. The universal approach attempts to deliver a design that can be all things to all people – meeting the needs of all users within one user interface. The islander approach delivers specific and different designs for islands within a diverse world. To determine which the best approach would be, in the South African context, we dispatched a team of student researchers to interview participants from an older generation, on a one-to-one basis. It was beneficial to deploy aspiring designers to carry out this research because we wanted to confront aspiring researchers with the differences between their own and other generations’ usAge of, and attitudes towards, mobile phones. Our study found that there were indeed significant Age-related differences in mobile phone usAge. Our research delivered insights that led to a model of the factors impacting mobile phone usAge of the senior generation as a series of filters between the user and their device. We conclude that the island approach is more suitable for Age-specific design. This approach might well become less fitting as a more technologically experienced population Ages, but at present there is a clear need for an Age-sensitive mobile interface design.

Karen Renaud - One of the best experts on this subject based on the ideXlab platform.

  • Designing mobile phone interfaces for Age Diversity in South Africa: "One-world" versus diverse "islands"
    Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 2013
    Co-Authors: Karen Renaud, Rénette Blignaut, Isabella Venter
    Abstract:

    Designing for Diversity is a laudable aim. How to achieve this, in the context of mobile phone usAge by South African seniors, is a moot point. We considered this question from two possible perspectives: universal (one-world) versus focused design (designing for diverse “islands” of users). Each island would be characterised by a measure of relative homogeneity in terms of user interface needs. Our particular focus in this paper is Age Diversity. The univer-sal approach attempts to deliver a design that can be all things to all people – meeting the needs of all users within one user interface. The islander approach delivers specific and different designs for islands within a diverse world. To de-termine which the best approach would be, in the South African context, we dispatched a team of student researchers to interview participants from an older generation, on a one-to-one basis. It was beneficial to deploy aspiring designers to carry out this research because we wanted to confront aspiring researchers with the differences between their own and other generations’ usAge of, and at-titudes towards, mobile phones. Our study found that there were indeed signifi-cant Age-related differences in mobile phone usAge. Our research delivered in-sights that led to a model of the factors impacting mobile phone usAge of the senior generation as a series of filters between the user and their device. We conclude that the island approach is more suitable for Age-specific design. This approach might well become less fitting as a more technologically experienced population Ages, but at present there is a clear need for an Age-sensitive mobile interface design.

  • INTERACT (3) - Designing Mobile Phone Interfaces for Age Diversity in South Africa: “One-World” versus Diverse “Islands”
    Human-Computer Interaction – INTERACT 2013, 2013
    Co-Authors: Karen Renaud, Rénette Blignaut, Isabella M. Venter
    Abstract:

    Designing for Diversity is a laudable aim. How to achieve this, in the context of mobile phone usAge by South African seniors, is a moot point. We considered this question from two possible perspectives: universal (one-world) versus focused design (designing for diverse “islands” of users). Each island would be characterised by a measure of relative homogeneity in terms of user interface needs. Our particular focus in this paper is Age Diversity. The universal approach attempts to deliver a design that can be all things to all people – meeting the needs of all users within one user interface. The islander approach delivers specific and different designs for islands within a diverse world. To determine which the best approach would be, in the South African context, we dispatched a team of student researchers to interview participants from an older generation, on a one-to-one basis. It was beneficial to deploy aspiring designers to carry out this research because we wanted to confront aspiring researchers with the differences between their own and other generations’ usAge of, and attitudes towards, mobile phones. Our study found that there were indeed significant Age-related differences in mobile phone usAge. Our research delivered insights that led to a model of the factors impacting mobile phone usAge of the senior generation as a series of filters between the user and their device. We conclude that the island approach is more suitable for Age-specific design. This approach might well become less fitting as a more technologically experienced population Ages, but at present there is a clear need for an Age-sensitive mobile interface design.