Searching for Common Threads: Understanding the Role of Age Diversity in Organizational Performance

Abstract

Diversity Cox (2001) defines workforce diversity as the variation of social and cultural identities among people existing together in a defined employment or marketing setting. William and O'Reilly (1998) also defines workforce diversity as the degree of heterogeneity among team members on specified demographic dimensions, their theory aiming to explain how such heterogeneity affects team processes and performance. Thomas and Ely (1996) explains that workforce diversity should be understood as the varied perspectives and approaches to work, that members of different identity groups bring. They add that it refers to the coexistence of employees from various social-cultural backgrounds within the company. Workforce diversity therefore requires a type of organizational culture in which each employee can pursue his or her career aspirations without being inhibited by age, gender, race, nationality, religion, physical ability or other factors that are irrelevant to performance (Bryan, 1999). Employee diversity is therefore a concept that recognizes the benefits to be gained from differences. It differs from equal opportunity, which aims to legislate against discrimination, and it assumes that people should be assimilated into the organization, and often relies on affirmative action. Thus managing diversity means understanding its effects and implementing behaviors, work practices and policies that respond to them in an effective way (Cox, 2001). 1.2. Workforce Diversity Management According to Scott and Byrd (2012) workforce diversity management has emerged as a power strategy for handling diversity issues. Valuing and managing diversity is becoming more and more essential for delivering higher level of performance and creativity, enhancing problem solving and decision making. Scott and Byrd (2012) citing Roosevelt (1990) argue that workforce diversity management does not mean containing, controlling or stifling diversity rather it means management recognizing the utility of every feature of diversity and tapping the potentials. Evans and Henry (2007) on the other hand defined workforce diversity management as a planned methodical commitment of an organization to attract, recruit and retain a heterogeneous group of people. Managing workforce diversity means enabling employees to make use of their full potentials by making the work environment an equitable. Organizational leaders are therefore responsible for creating effective diversity policies and ensuring its implementation. To effectively manage workforce diversity means they must work to ensure that unfair discriminations are eliminated within the work environment (Robbins and Judge, 2013). Top executives play the role of communicating the value of diversity and a