Organizational Value for Age Diversity and Potential Applicants’ Organizational Attraction: Individual Attitudes Matter

Rabl, Tanja; Triana, María del Carmen

doi:10.1007/s10551-013-1729-8

Cited by 37 publications

(35 citation statements)

References 56 publications

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“…In addition, this study suggests that organizations should bear in mind that potential applicants sensitive to diversity issues will care about the organization's age diversity and age DM and react accordingly. Rather, the authors warn that these applicants will make their evaluations and judgments of both organization's age diversity and organization's age DM practices (Rabl et al, 2014).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Vasconcelos¹

2016

Journal of Management Development

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2016),"Attachment and mentoring: Relations with junior faculty's organizational commitment and intent to turnover", Journal of Management Development, Vol. 35 Iss 3 pp. 360-381 http:// dx.Access to this document was granted through an Emerald subscription provided by emeraldsrm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify whether there is some common pattern between organizations that give primacy either to younger workforce or to older one. Design/methodology/approach -It depicts the empirical evidence of eight case studies and some theoretical contributions thereof. All case units are considered outstanding employers in Brazil business scenario, given the magnitude of their human resource (HR) feats and society acknowledgements. Taken together, they are eight representative cases derived from Época magazine and Great Place to Work® Institute 2013 list. Findings -Case units exhibited strongest group age preferences on an ongoing basis. Rather, they depicted an unbalanced labor force demographic age frame for the sake of their own HR choices. As a result, they all could be labeled as age bias companies in a more or less degree. Given that their options (i.e. percentage of preferences) have been somewhat consistent during the period of analysis, one may therefore infer that such options have been buttressed by the leadership held values. Surprisingly, all case units had not provided logical arguments or wise explanations in light of their decisions related to it. Moreover, the companies had not offered compelling evidence that they were implementing robust diversity and inclusion polices aiming to provide an equalitarian treatment to all age groups or that they were at least paying attention to these issues in a coherent form. In fact, they have been astonishingly silent on these matters. Research limitations/implications -The purposeful sample strategy that was carried out in this study does not permit that the results be generalized. Actually, they are derived from only a specific cohort of companies -to some extent, they are outliers in the list of the best organizations to work for in Brazil -that has been noticeable for their extreme workforce ...

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Section: Theoretical Backgroundmentioning

confidence: 99%

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Vasconcelos¹

2016

Journal of Management Development

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“…Overall, the literature suggests the prevalence of different opinions and understandings of diversity (Rabl and Triana, 2014;Riach, 2009;Triana et al, 2012). A blurred scenario also prevails about the organizations' commitment toward removing the obstacles that impede to build an effective diversity culture.…”

Section: Attitudes and Perceptions Toward Diversitymentioning

confidence: 99%

“…Results showed that is the personal value that takes to modify the way observers make procedural justice judgments about the treatment of minorities in the workplace. Finally, research also indicates that inconsistent signals on age diversity and age DM practices from a certain organization may prompt it to be regarded as hypocritical to individuals with negative attitudes toward age diversity (Rabl and Triana, 2014).…”

Section: Attitudes and Perceptions Toward Diversitymentioning

confidence: 99%

Organizational Diversity Commitment: A Web-Based Investigation

Vasconcelos¹

2017

Management &Amp; Marketing

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“…Based on the past definitions of diversity climate, in this research, diversity climate for women was defined as collective perceptions of the extent to which an organization is regarded as integrating female employees into the work environments, and also having fair policies for female employees. Organizations that value gender diversity have an inclusive gender diversity climate that can be expressed by a gender diverse workforce and strong gender diversity management practices [20]. In those organizations, female employees are valued and welcomed in the workplace.…”

Section: Diversity Climate For Women and Intent To Staymentioning

confidence: 99%

“…To check the appropriateness of the diversity climate variable manipulation, based on Rabl and Triana's [20] study, the following question was asked on a 7-point Likerttype scale ranging from 1 (very unsupportive attitude) to 7 (very supportive attitude): "In your opinion, which attitude does this company have toward gender diversity?" A t-test revealed that there was a significant difference between the supportive diversity climate for women and the unsupportive diversity climate for women (M = 5.87, M = 2.37 respectively, p < 0.01).…”

Section: Manipulation Checkmentioning

confidence: 99%

The Impact of Diversity Climate for Women on Female Employees’ Intentions to Stay: A Cross-Cultural Study on South Korea and Norway

Kim¹

2017

AJIBM

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The purpose of this research was to examine what factors influence female workers' intentions to stay with their employer. The effect of diversity climate for women on female employees' intentions to stay was investigated. Also, based on compensation theory, this study hypothesized the moderation effect of a societal culture, especially Hofstede's masculinity-femininity dimension, on the association between diversity climate for women and female employees' intentions to stay. An experiment was conducted to test the hypotheses of this research using South Korea and Norway as study venues. The results revealed that there was a positive association between diversity climate for women and female employees' intentions to stay. Moreover, in the investigation of societal masculinity's moderating role, it was shown that diversity climate for women was highly influential in strengthening the intent to stay for female employees from a masculine society. On the other hand, for those from a feminine society, the impact of diversity climate for women was not as strong as for those from a masculine society. By clarifying the role that a societal culture played in female workers' intentions to stay with their employing organization, the results of this study emphasized the importance of supportive contexts not only at work, but also within a society.

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Organizational Value for Age Diversity and Potential Applicants’ Organizational Attraction: Individual Attitudes Matter

Cited by 37 publications

References 56 publications

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Organizational Diversity Commitment: A Web-Based Investigation

The Impact of Diversity Climate for Women on Female Employees’ Intentions to Stay: A Cross-Cultural Study on South Korea and Norway

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