Age diversity is a key component of diversity management‚ since the current workforce offers a unique generational mix. Organizational leaders face numerous challenges in today’s dynamic workplace that require experiential, technical, and analytical skills that are only achieved with an age-diverse workforce. A combination of life span development theories and perceptions of generational differences presents the challenges faced by HR personnel and organizational leaders in order to manage varying age groups at work. This chapter explores the perceptual, as well as evidenced-based information regarding workplace age diversity and the practical applications for managing an age-diverse workforce.

Age Diversity in the Workplace

An Aging Workforce and the Technology Gap: An Exploratory Multiple Case Study by Julie Francis-Pettway MA, Troy University, 2012 BS, Albany State University, 1997 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University February 2019 Abstract A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group’s adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workersA gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group’s adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the selection-optimizationcompensation framework for successful aging and, second, the age-inclusive training design framework. Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction. An Aging Workforce and the Technology Gap: An Exploratory Multiple Case Study by Julie Francis-Pettway MA, Troy University, 2012 BS, Albany State University, 1997 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University February 2019

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An Aging Workforce and the Technology Gap: An Exploratory Multiple Case Study

Reducing Employee Turnover in Retail Environments: An Analysis of Servant Leadership Variables by Beatriz Rodriguez MBA, Webster University, 1994 BBA, University of Puerto Rico, 1989 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2016 Abstract In a competitive retail environment, retail store managers (RSMs) need to retain retail customer service employees (RCSE) to maximize sales and reduce employee turnover costs. Servant leadership (SL) is a preferred leadership style within customer service organizations; however, there is disagreement regarding the usefulness of SL in the retail industry. The theoretical framework for this correlational study is Greenleaf’s SL theory. Seventy-four of 109 contacted human resources managers (HRMs) from a Fortune 500 United States retailer, with responsibility for evaluating leadership competencies of the RSMs they support, completed Liden’s Servant Leadership Questionnaire. RCSE turnover rates were available from company records. To analyze the correlation between the 3 SL constructs and RCSE turnover, multiple regression analysis with Pearson’s r providing sample correlation coefficients were used. Individually the 3 constructs FIRST (beta = .083, p = .692), EMPOWER (beta = -.076, p = .685), and GROW (beta = -.018, p = .917) were not statistically significant to predict RCSE turnover. The study multiple regression model with F (3,74) = .071, p = .98, R2 = .003 failed to demonstrate a significant correlation between SL constructs and turnover. Considering these findings, the HRMs could hire or train for different leadership skills that may be more applicable to effectively lead a retail sales force. In doing so, the implications for positive social change may result in RCSE retention leading to economic stability and career growth.In a competitive retail environment, retail store managers (RSMs) need to retain retail customer service employees (RCSE) to maximize sales and reduce employee turnover costs. Servant leadership (SL) is a preferred leadership style within customer service organizations; however, there is disagreement regarding the usefulness of SL in the retail industry. The theoretical framework for this correlational study is Greenleaf’s SL theory. Seventy-four of 109 contacted human resources managers (HRMs) from a Fortune 500 United States retailer, with responsibility for evaluating leadership competencies of the RSMs they support, completed Liden’s Servant Leadership Questionnaire. RCSE turnover rates were available from company records. To analyze the correlation between the 3 SL constructs and RCSE turnover, multiple regression analysis with Pearson’s r providing sample correlation coefficients were used. Individually the 3 constructs FIRST (beta = .083, p = .692), EMPOWER (beta = -.076, p = .685), and GROW (beta = -.018, p = .917) were not statistically significant to predict RCSE turnover. The study multiple regression model with F (3,74) = .071, p = .98, R2 = .003 failed to demonstrate a significant correlation between SL constructs and turnover. Considering these findings, the HRMs could hire or train for different leadership skills that may be more applicable to effectively lead a retail sales force. In doing so, the implications for positive social change may result in RCSE retention leading to economic stability and career growth. Reducing Employee Turnover in Retail Environments: An Analysis of Servant Leadership Variables by Beatriz Rodriguez MBA, Webster University, 1994 BBA, University of Puerto Rico, 1989 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2016 Dedication I dedicate this to my three sons: Javi, J.J., and Javier. You inspire me to reach my goals, hoping that I can set you on the path to reach yours. May this work be an example that with hard work and perseverance, we can accomplish anything. Acknowledgments I would like to extend a heartfelt thanks to my husband, Alfredo, and my friend, Elaine. Their continuous encouragement, help, and support provided the fuel that helped me reach this point in my academic career. I am lucky to have such supportive individuals in my life. Along with my unwavering parents, they believed in my ability to succeed. Lastly, thank you to my Chair, Dr. John Hannon, Co-Chair, Dr. Perry Haan and URR committee member Dr. Lyn Szostek. Their dedication to Walden University and the students is commendable.

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Reducing Employee Turnover in Retail Environments: An Analysis of Servant Leadership Variables

The study investigated the effect of diversity management on organisational performance in banking industry using some selected deposit money banks in Lagos. The study used a survey research design...

https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1836751

Diversity management and organisational performance in deposit money banks in Nigeria

As the 21st century proceeds, individuals are increasingly working into later years to support themselves and maintain their quality of life. This changing pattern of employment has implications for workers, employers and society alike. Although older workers have much to contribute, individuals may experience health issues or physical, sensory or psychological changes related to ageing. Health and safety statistics indicate that older workers are a vulnerable group. Employers then, have a responsibility to examine the working environment and protect those with reduced capabilities. For society to function, older workers need to be able to remain in work, otherwise this will impact on both the economy and older individuals quality of life.
This thesis aimed to understand the opportunities and challenges employers encounter when trying to protect and promote the health and safety of older workers. The research used qualitative approaches, combining interviews and focus groups to provide rich data on the circumstances of older workers. Triangulation was used, collecting data over different time periods, from different sources, to help balance out any weaknesses across the studies. Data were analysed using thematic analysis.
A review of the literature found that there is no consistent definition of ageing or older worker. Many researchers have used chronological age and, therefore, this thesis used 50 as a threshold. The literature highlights that older workers have a wealth of knowledge and skills to bring to the workplace. Negative perceptions, however, regarding natural ageing and adaptability exist. Other authors have argued that organisations need to provide a safe environment for older workers and implement measures to mitigate changes in abilities, whilst recognising that there is no one size fits all strategy. 
First, an initial scoping study was undertaken with employers, which sought to understand their perceptions concerning the ageing workforce. The study also collected information on the health and safety age management strategies that have been implemented within the organisations. Interviews with employers (senior managers who influence health and safety management strategies) (n=41) revealed that, in line with literature, there is recognition that older workers bring benefits to the workplace. However, some comments demonstrated inaccurate stereotyping. The interviews found that these employers were uncertain how to proceed with implementing actions to protect the health and safety of their older workers. 
Two subsequent studies, consisting of focus groups (n=10) and interviews (n=50) were then conducted, which explored older workers experiences of working into later life and their views on the issues identified by the employer interview study. The older worker interviews also examined their perceptions regarding their health and capabilities, appropriate health and safety measures in response to this and interviewees anticipated future in the workforce. Older workers explained that they do not feel supported or engaged. They are fearful of reporting capability changes that may affect their ability to perform work tasks, as they believe this may have negative consequences for their future employment. During discussions, they suggested various measures that may help them remain in the workforce for longer.
The information gathered during the literature review and the findings from the first three studies, were then used to develop examples of good practice health and safety measures that organisations could implement to help protect and promote the health and safety of older workers. A final interview study with key employer representatives (n=16) was conducted, to understand whether the health and safety good practice measures might be considered beneficial and achievable. This study found that although organisations recognised the benefits of health and safety measures tailored for older workers, the feasibility of some of the suggestions was in doubt. Budgetary constraints, insufficient time and lack of necessary knowledge were seen as particular obstacles to implementation. 
This thesis has identified that although research evidence exists in relation to measures to support the health and safety of older workers, e.g. the benefits of health promotion, improved work scheduling, workplace assessments etc, this is rarely translated into practice. Within organisations, there is uncertainty about age management for older workers and limited understanding of the divergent needs as workers capabilities change. The default position then becomes to cater for a typical worker. A coordinated multi-disciplinary approach between health and safety, occupational health, human resources and operational management is required. This thesis argues for an integrated age management strategy, with an emphasis on proactive prevention, in the interests of protecting and promoting the health and safety of older workers.

Protecting and promoting the health and safety of older workers : opportunities and challenges

The demographic shift towards an ageing population will necessitate increased numbers of people remaining in employment beyond the traditional retirement age of 65. Management approaches and practices will need to adapt to the changing age distribution in the workplace. In particular, attitudinal barriers to older worker employment must be overcome. Managers will face significant challenges in engaging, not only with the ageing workforce, but also in pursuing equity in intergenerational employment relations. Adopting a specific New Zealand focus but with general application, this article argues that these challenges also bring opportunities for developing human resource management practices in productive and equitable ways. Drawing on research into workplace diversity, the article outlines these challenges and opportunities, and explores ways of managing for inclusion in the face of an ageing workforce.

Josephine Bourke

Papers

Managing for inclusion: Engagement with an ageing workforce