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This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.

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As the proportion of older workers in the labour market increases, there is a greater need to identify ways to engage and retain mature age workers. In 2011, we interviewed 24 older workers who had recently left full-time employment in Australia. We found that the exit decisions of older workers are more complex than the dichotomous choice between staying and retiring. We identified three distinct decision options: retire, change jobs or take a break from the labour market. Work intensification and discrete personal or work events influenced the decision to retire or take a break from the labour market. Work dissatisfaction influenced the decision to exit the organisation but not the labour market. Our findings point towards the importance of flexibility, job redesign and supportive work practices in retaining mature age talent that might otherwise be lost to dissatisfaction and work intensification.