Employees’ age diversity − between supportive workplaces and organizational outcomes

This scientific monograph is structured into five chapters, preceded by an introduction and followed by a conclusion. The first chapter presents the theoretical foundations of age diversity, starting with employee diversity in general and its signifiance in human resource management and corporate social responsibility. The second chapter identifies the antecedents of age diversity, focusing on age-inclusive HR practices and a supportive workplace climate, and discusses their interrelations. The third chapter examines the effects of age diversity on organizational financial and non-financial outcomes, emphasizing the mediating role of knowledge transfer. The fourth chapter outlines the research methodology, including methods, sample selection, variables, and data analysis. The last chapter provides and interprets empirical findings. The conclusion addresses the study's research problem, evaluates the achievement of objectives, identifies limitations, suggests practical implications for business, and recommends directions for further research.

INTRODUCTION 7 Chapter 1. THEORETICAL FOUNDATIONS OF AGE DIVERSITY AMONG EMPLOYEES IN ORGANIZATIONS 13 1.1. The concept of employee diversity as the foundation for age diversity in the workforce 13 1.1.1. Definitional understanding and classification of workforce diversity 15 1.1.2. Theories underlying employee diversity 20 1.2. Definition of employee age diversity 24 1.3. Characterization of age-diverse workforce groups 34 1.4. Age diversity management 40 Chapter 2. ANTECEDENTS OF AGE DIVERSITY AMONG EMPLOYEES 46 2.1. Human resources (HR) practices conducive to age diversity among employees − a definitional approach 47 2.1.1. Areas of applying HR actions conducive to age diversity among employees 50 2.1.2. Examples of HR practices conducive to age diversity among employees 53 2.1.3. Comprehensive approach to implementing HR practices favoring age diversity 62 2.1.4. Linking HR practices to age diversity among employees 67 2.2. Workplace climate supporting age diversity − a definitional approach 71 2.2.1. The relationship between age-diversity-supportive HR practices and age-diversity-supportive workplace climate 75 2.2.2. The impact of workplace climate on age diversity among employees 77 2.2.3. The role of age diversity-supportive workplace climate in the relationship between HR practices and age diversity 79 Chapter 3. THE IMPACT OF AGE DIVERSITY ON ORGANIZATIONAL OUTCOMES CONSIDERING THE MEDIATING ROLE OF KNOWLEDGE TRANSFER 83 3.1. Organizational outcomes − definitional and classificatory approach 84 3.2. The impact of age diversity on organizational outcomes 88 3.3. The essence and importance of knowledge transfer in organizations 100 3.4. Knowledge transfer in the context of workforce age diversity 106 3.5. Knowledge transfer in the context of age diversity and organizational outcomes 121 Chapter 4. EMPIRICAL RESEARCH METHODOLOGY: EXAMINING AGE DIVERSITY, HUMAN RESOURCE PRACTICES, KNOWLEDGE TRANSFER, AND ORGANIZATIONAL OUTCOMES 127 4.1. Basic research assumptions 128 4.2. Description of the procedure of conducted empirical research 130 4.3. The selection and structure of the research sample 133 4.4. The characteristics of the research tools 135 4.4.1. Measurement of age diversity 136 4.4.2. Measurement of the workplace climate supporting age diversity 139 4.4.3. Measurement of HR practices promoting age diversity 140 4.4.4. Measurement of knowledge transfer 141 4.4.5. Measurement of organizational performance 142 4.4.6. Measurement of control variables 143 4.5. Conclusions 146 Chapter 5. RELATIONSHIPS BETWEEN AGE DIVERSITY AMONG EMPLOYEES AND ITS ANTECEDENTS, ORGANIZATIONAL OUTCOMES, AND KNOWLEDGE TRANSFER − IN LIGHT OF EMPIRICAL RESEARCH 148 5.1. Statistical description of the sample 149 5.2. General characteristics of the research – results of reliability analysis, factor analysis, and correlation analysis 157 5.3. Research findings − hypothesis verification 173 5.4. Model of the relationship between employee age diversity and its antecedents, organizational outcomes, and knowledge transfer 186 Chapter 6. INTEGRATING EMPIRICAL EVIDENCE: STRATEGIC INSIGHTS ON AGE DIVERSITY IN ORGANIZATIONS 189 6.1. Implications for management theory 189 6.2. Implications for management practice 191 6.3. Limitations of the empirical research 195 6.4. Future research directions 196 CONCLUSIONS 201 APPENDICES 205 BIBLIOGRAPHY 213 LIST OF FIGURES 251 LIST OF TABLES 252