Article 1: Age diversity management and organisational outcomes: The role of diversity perspectives

( Module 4)

Step 1: Bibliographic Details

Q1: How do you cite this article according to RMIT Harvard Business Referencing style?

Step 2: Brief Overview/Description

Q2: Indicate the aim of the study

According to Ali M & French E (2017), this case study aims to clarify the causes of the increase in age
diversity and the strikingly large percentages of retirees in several departments. Therefore, the purpose of
this study is to suggest and analyse the positive connection between age varied practices and
organisational and work outcomes-the life program and outcomes of the company. This study proposes
and examines a censoring effect of different viewpoints, as well as the consequences of fairness and
discrimination against synergy on two important relationships, all of which stem from the fallback theory.

Q3 Outline the main argument/s and key theory/ies

The key theories of the case study can be mentioned as:

+ Social Exchange theory: According to the notion of social exchange, people's attitudes and a
however I have placed more focus on the social part of this trade than on the economic one. There
interactions between "actors" are everywhere and crucial regardless of whether or not they are see
doing a set of tasks that have been clearly defined. Incentives offered by an employer go beyond m
career; these are all part of the mutual investment relationship

With 2 hypotheses which provide light on social exchange theory and provide the author with a
new point of view from which to examine the case study:
_ Organisational outcomes are improved when age diversity practices are implemented.
_ Work-life balance initiatives tend to improve business results.

+ Contingency theory: that an organisation's perspective on diversity will moderate the correlat
and finally diversity management, can be understood as discrete groups or as a series of inte
management philosophy, which takes a positive and welcoming stance toward diversity. The
discrimination stance. According to this view, variety exists to ensure that all people are treat
low value.
And also with 2 hypotheses, the contingency theory is explained with links originating from hypothe
_ The association between age diversity practices and organisational success is moderated by the diversity
_ Organizations with a synergy view on diversity have a greater association between work-life programs and

theories
2.1. Social exchange theory suggests that individuals (or parties) reciprocate attitudes and behaviours
(Blau, 1964; Homans, 1958). Homans (1958) emphasised social and economic behaviours, whereas Blau
(1964) stressed the importance of the social aspect in this exchange as opposed to the economic
component (Emerson, 1976; Redmond, 2015).

2.2. Based on organisational contingency theory (Galbraith, 1973), we argue that the relationship between
age diversity management and organisational outcomes will be contingent upon an organisation's diversity
perspective

Social Exchange theory: According to the notion of social exchange, people's attitudes and actions
have placed more focus on the social part of this trade than on the economic one. There could be a
"actors" are everywhere and crucial regardless of whether or not they are seen as negotiations. In t
have been clearly defined. Incentives offered by an employer go beyond monetary compensation a
the mutual investment relationship

With 2 hypotheses which provide light on social exchange theory and provide the author with a new

Article 2: Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviours in face
to-face and virtual teams ( module 3)

clarifies the causes of the increase in age diversity and the strikingly large percentages of retirees in
several departments. Therefore, the purpose of this study is to suggest and analyze the positive connection
between age varied practices and organizational and work outcomes-the life program and outcomes of the
company. This study proposes and examines a censoring effect of different viewpoints, as well as the
consequences of fairness and discrimination against synergy on two important relationships, all of which
stem from the fallback theory.