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Business Management and Organizational

Behaviour
Assignment-1

Name-Ridhi
Student Id-4525950

Course code- MGMT9710

Group-1
Instructor Name- Suman Dhar

Institution- Niagara College of Toronto campus

Date-28 May 2023

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1. What changes in employment relationships are likely to occur as the

population ages?

There will probably be various changes in employment arrangements as the population grows
older. The labor market is changing, the population is changing, and society’s attitudes toward
aging all have an impact on these developments. Here are some significant trends:

 Increased older workers' participation in the labor force: Due to advancements in

healthcare and rising life expectancy, older people are opting to stay in the workforce for
longer. This tendency is driven by several things, such as financial concerns, the desire to
continue engaging, and the want for social relationships. Organizations can anticipate a
growth in the proportion of elderly workers as a result.
 Multigenerational workforce: As the population ages, there will be greater age diversity
in the workforce. The characteristics and expectations of a multigenerational workforce
will need to be negotiated by organizations, which may necessitate changing
management procedures and encouraging intergenerational cooperation. Knowledge
exchange and skill development can be facilitated by techniques like reverse mentoring,
where older employees learn from younger coworkers.
 Workplace flexibility: To accommodate their evolving requirements and lifestyles, older
workers frequently look for more flexible work environments. Part-time employment,
job sharing, and phased retirement are examples of alternatives in this category.
Offering flexible work options can enhance work-life balance for people at different
phases of life, assist in the retention of seasoned personnel, and draw on the wisdom of
seasoned workers.
 Redefining retirement: As people get closer to retirement age, traditional ideas of
retirement are being revised. Many older people are making the decision to stay
employed, either in their existing positions or by switching to new professions or starting
their own businesses. Through bridge employment programs or flexible retirement
alternatives, organizations should think about allowing older people to contribute their
skills and expertise past the usual retirement age.
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 Age-inclusive policies and practices should be emphasized: Businesses need to

implement age-inclusive policies and practices to guarantee the engagement and well-
being of older employees. This involves encouraging age diversity, combating age bias
and discrimination, offering senior staff training and development opportunities, and
putting in place age-friendly workplace modifications.

Numerous factors, which can differ between industries and geographical locations, can affect
these shifts in employment relationships. Businesses will be better positioned to take advantage
of the varied skills and experiences of their workforce if they proactively adjust to the demands
and preferences of older workers while fostering intergenerational collaboration.

2. Do you think increasing age diversity will create new challenges for
managers? What types of challenges do you expect will be most profound?

In fact, managers may face additional difficulties as the workforce's age diversity grows. While
age diversity has many advantages, such as a variety of viewpoints and experiences, it also
presents new challenges and issues for managers to deal with. Managers may face the following
difficulties:

 Differences in communication and expectations between generations: Different

generations may have different communication preferences and styles. To close any gaps
and ensure successful collaboration and understanding, managers may need to modify
their communication strategies. Younger employees might like digital modes of
communication, but older employees might favor in-person or phone interactions.
 Management of disputes: With age variety, there may be a higher possibility of
intergenerational conflicts due to different beliefs, work preferences, or attitudes. For
managers to effectively address and manage disputes, they must have strong conflict-
resolution abilities. These disputes can be lessened by developing open communication,
understanding, and a respect-based culture.
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 Management and leadership styles: Expectations and preferences for management and
leadership styles may vary throughout generations. Younger employees may prefer
leadership that is more inclusive and participative, whereas older employees may be
used to arranged institutions. To fulfill the requirements and motivations of their
different team members, managers need to be adaptive and able to change their
leadership approaches on the job.
 Career development and motivation: Different generations may have varying goals and
driving forces in their professional lives. Younger workers frequently place a higher
priority on opportunities for skill development, frequent feedback, and speedy career
advancement. Older workers, on the other hand, could appreciate consistency, honor,
and work-life balance. To engage and encourage workers across a range of ages,
managers must take these variances into account and create specialized ways to career
development, feedback, and recognition.

Managers can benefit from age diversity and build an inclusive, collaborative work environment
that maximizes the potential of all employees, regardless of age, by recognizing these difficulties
and putting policies in place to address them.

3. How can organizations cope with differences related to age discrimination in

the workplace?

Age discrimination in the workplace must be addressed effectively, which includes

organizational policy, educational initiatives, and a dedication to promoting an inclusive
environment. Following are some recommendations based on research and industry standards:

 Conduct training and awareness programs: Teach managers and staff about age
discrimination and its impact through frequent training and awareness programs.
Unconscious biases, misconceptions, and the significance of treating people of all ages
with respect and fairness should all be included in this training. Case studies, interactive
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conversations, and illustrations of age-inclusive practices are all possible inclusions in

training sessions.
 Review and update hiring and recruitment procedures: Examine hiring and recruitment
procedures to make sure they are impartial and inclusive. Eliminate any age-related
terms or requirements that can deter or disqualify candidates of a certain age. When
assessing candidates, place more emphasis on their qualifications, skills, and
experiences than on their age. To put more emphasis on merit than age-related
information, think about using blind resume screening.
 Encourage information sharing between generations in your organization to foster
intergenerational cooperation. Give workers from all age groups the chance to
collaborate on projects, mentorship initiatives, or cross-functional teams. In addition to
promoting a sense of shared purpose and learning, this can increase understanding and
remove biases about older people.
 Track and evaluate development: Continually evaluate the organization's efforts to
combat age discrimination. Measure employee views and experiences linked to age
diversity by conducting surveys, focus groups, or climate evaluations. Develop action
plans based on the input to identify areas that could want improvement. Establish
objectives and keep tabs on important metrics for age diversity and inclusion.

Organizations may build an inclusive and fair workplace where workers of all ages are respected
and contribute to their maximum potential by taking proactive measures to prevent and resolve
age discrimination.

4. What types of policies might lead to charges of age discrimination, and how

can they be changed to eliminate these problems?

If certain organizational rules affect more employees depending on their age, they may be
accused of age discrimination. Here are a few examples of policies that could cause problems
and recommendations for how to change them to get rid of age discrimination issues:
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 Mandatory retirement policies: Rules requiring workers to leave their jobs at a certain
age may be viewed as discriminatory. Organisations may choose to raise the retirement
age or completely do away with mandatory retirement rules in order to make sure that
workers are evaluated on their abilities and performance rather than just their age.
 Age-based hiring preferences: Policies that offer preference to applicants who fall into a
particular age range may be seen as discriminatory. Employers should concentrate on
making recruiting decisions based on credentials, skills, and experience rather than age
to overcome this problem. Language in job postings that implies a preference for a
certain age group should be avoided.
 Limitations on training and development based on age: Age-based restrictions on
training, professional development opportunities, or promotion chances can be
discriminatory in the policy. Organizations should give workers of all ages equitable
access to learning and development opportunities to prevent this. Age-related barriers
can be removed by implementing a fair and open system for promotions and career
advancement.
 Age-based differential benefits or compensation: Age-based differential benefits or
compensation policies may be discriminatory. Organisations should make sure that
benefits and compensation are determined by variables other than age, such as work
duties, skills, and experience. It is crucial to review benefit policies and pay scales to get
rid of age-based disparities.
 Performance evaluations based on age: Performance evaluations that take into
consideration age or make assumptions about age can be problematic. Organizations
should make sure that performance reviews are based on objective, work-related criteria
rather than preconceptions or age-related considerations, such as skills, performance,
and contributions.

Organizations should routinely assess their policies, procedures, and practices to make sure they
are impartial and fair in order to prevent age discrimination issues. It is essential to abide by
anti-discrimination rules and, if required, seek legal counsel. The key to eliminating age
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discrimination inside an organization is to promote diversity and inclusion, build an age-

inclusive culture, and provide equal chances for all employees, regardless of age.

Reference- WORKFORCE WORK WORKPLA CE Managing an age-diverse

workforce: What employers need to know Research report. (2015).
https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports
/managing-an-age-diverse-workforce_2015-what-employers-need-to-
know_tcm18-10832.pdf