Impact of age diversity Essay Example | Topics and Well Written Essays - 1750 words

Impact of age diversity - Essay Example Specifically, these aspects will be examined in the context of the impact of age in the labor force and how this will affect the roles of the managers in the labor organizations as a recent study reported that by 2020, individuals of 50 years old and up will take up a third of the region’s workforce population. Article Analysis The age of the workers is recognized as a relevant determinant of their performance at work. Some employers prefer the old ones for their developed skills from experience, while the others choose the younger for their flexibility and other characteristics. Such assumptions have rooted from a number of research findings pointing out how workers of specific age ranges easily adapt to changes implemented in the work places (e.g., technology, roles and responsibilities, and etc.) while others can or do not (Morris & Venkatesh, 2000; Morris, Venkatesh, & Ackerman, 2005). Other studies also suggest that an employee’s age can tell employers his or her p robable productivity rate. Specifically, groups of researchers have previously proposed that valuable attitudes and behaviors of the workers decline as one ages (Ferris, et al., 1985; McEvoy & Cascio, 1989; Salthouse & Babcock, 1991; Lawrence, 1988); others, on the other hand, cannot particularly point out concrete evidences of the existence of such relationships in â€Å"different age categories of employees† (Duncan & Loretto, 2004). ... Specifically, groups of researchers have previously proposed that valuable attitudes and behaviors of the workers decline as one ages (Ferris, et al., 1985; McEvoy & Cascio, 1989; Salthouse & Babcock, 1991; Lawrence, 1988); others, on the other hand, cannot particularly point out concrete evidences of the existence of such relationships in â€Å"different age categories of employees† (Duncan & Loretto, 2004). Nevertheless, because of prior assumptions related to these, age discrimination has been inevitable (Ferris & King, 1992; Issacharoff & Harris, 1997; Taylor & Walker, 1997); putting the welfare of the members of the workforce -- especially the old ones -- in line while necessitating further management reorganization and implementation from those with higher positions in the workplace. As such dilemmas coexist, it is then important to consider several aspects that affect and, likewise, become affected by the consequences of the age of the employees by the overall performan ce of the workforce as well as the management of the organization. This is particularly true as an unexpected shift of the age of the workforce is to be anticipated after nine years; that is, more than 30% of the members of the United Kingdom workforce â€Å"will be over 50 by 2020† (Snowdon, 2010). In Snowdon’s article, it was noted that the Chartered Management Institute (CMI) and the Chartered Institute of Personnel and Development (CIPD) reported in a research that majority of the managers in the work organizations in UK are still unprepared for this shift. Although the author seems to lack the efficiency of properly addressing the audience that he intends to tap with his article, it is without a doubt that