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Demographic shifts are altering job markets in developed countries. A steady increase in the average age of employees and a decline in the number of young, qualified workers have intensified the war for talent, resulting in highly competitive and dynamic job markets. Using resource dependence theory, this study investigates how organisations respond to such challenges. An investigation of a sample of 153 German companies provides support for the hypotheses that HR managers implement age diversity management in both appraisal and compensation practices as a response to competitive job markets which, in turn, contributes to organisational performance.

In both industrialized and emerging countries, organizations increasingly seek to support employees' efforts to maintain a healthy work-family balance. Research has identified two types of organizational support in this context: formal work-family programs and informal work-family cultures. This study examines the relative effects of work-family programs versus work-family culture on employees' job satisfaction and performance in various cultural environments. Drawing on the individualism-collectivism cultural dimension introduced by Hofstede, it is argued that employees' cultural background may affect family models, which in turn determine employees' need for formal organizational work-family support, but are not related to employees' need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work-family culture has positive effects in all three contexts. However, formal work-family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

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