MANAGING HUMAN RESOURCES

Managing Human Resources



Managing Human Resources

Introduction

Workplace equality and diversity in relation to age continues to be both an interest and a concern to organisations worldwide. To understand the role of age diversity in organizations, it is important to distinguish between attitudes toward and beliefs individuals have about older people, behavior toward older people, and institutional practices and policies as they relate to older people. Much of the research exploring the content of older worker stereotypes in the U.K is dated but suggests that people often hold negative and inaccurate beliefs about older workers. Thus, efforts to provide greater access to corporate careers for groups that have been historically discriminated against are not new. However, what is more modern is the examination of how inherent and subtle biases, as well as privileges, may facilitate the movement of some groups up the corporate ladder. Managing equal opportunities and diversity efforts that focus on more closely examining the organisational norms, values, and practices that enhance or impede diversity can therefore be met by appreciation as well as resentment and backlash by organisational members and the public at large (Webb, 2007, pp.161).

The primacy of age diversity as a basis for social perception, and the aging of workforces worldwide. This paper suggest that it is important to consider the role of age diversity in organizations . Paper identifies reasons for continued interest in age diversity matters and distinguishes workplace diversity initiatives from other organisational efforts to promote workplace equity, such as equal employment opportunity and affirmative action. The discussion then contrasts the examples of different scholar's model like Kandola and Fullerton work and practical approaches to workplace diversity. Next, it focuses on career development and identifies some of the career challenges confronted by minority workers, even within the increasingly diverse workplace. Effective strategies for achieving equal opportunity in career development for organisations are summarized, and the paper concludes with a discussion of the benefits of workplace diversity. At the same time we recognise that other dimensions of workforce diversity such as sexuality and 'age' agenda in the UK are also (or should be) part of the agenda in seeking to democratise relations inside UK labour market and to represent workers effectively along with facts and figures needed to explore context. The paper discusses the example of company examples entitled as “Trades Union Congress”, a British organisation in the UK which is traditionally engaged in equality and diversity activities extending beyond the workplace (Webb, 2007, pp.163).

Discussion

As organisations began to grapple with issues of equality and diversity in relation to age, organisational researchers have sought to understand the implications of the increasingly diverse workplace on organisations, work, and individual performance. Research has also sought to better understand the realities of diverse workers. There are two approaches to considering the relationship of workplace diversity to career development. The individual-difference approach takes a broad perspective about diversity and considers every form of difference as equally relevant and important to career development in diverse ...