RE-THINKING EFFECTS OF A MULTIGENERATIONAL WORKFORCE: A CONCEPTUAL PERSPECTIVE OF AGE DIVERSITY AND ORGANIZATIONAL PERFORMANCE

Abstract

In The World Over, Innumerable Macro And Micro Facets Have Ushered In Unmatched Margins Of Multigenerational Cohorts In Organizations, Raising Degrees Of Age Diversity While Burgeoning The Short To Long-Term Effects Realized From Varying Demographic Dividends. The Phenomenon Of Age Diversity Has Further Ushered In Unprecedented Opportunities In Human History While Propelling Working Relationships Between Persons Of Varying Ages At A Level Never Seen Before In The World. Organizations Are Therefore Required To Adjust And Learn How To Deal Effectively With Older Workers As Well As Learn How To Deal With
Younger Employees Whose Value Systems Sharply Differ. In The World Today, Highly Competent Staff Are Invaluable And Increasingly A Competitive Resource For Organizational Performance. Inability To Provide Adequate And Competent Human Resources Breeds Unsustainable Growth For Organizations. As Such, Organizations Have Become Greatly Reliant On Highly Performing Human Resources, A Void Hard To Fill With The Very Impending Retirement Of Baby Boomers Especially In Work Organizations Whose Career Paths Are
Oblivious To The Changing Labor Demographics. Therefore, The Purpose Of This Paper Was To Unravel How Age Diversity Relates With Organizational Performance From A Multigenerational Perspective. A Total Of 50 Articles Were Reviewed And Analyzed. We Organized The Results In A Conceptual Model With Separate Categories Of Age Diversity And Its Influence on organizational Performance. For Each Category, We Identified Future Areas Of Research. We Conclude With A Discussion Of Limitations And Practical Implications.

Keywords: Multigenerational Effects, Age Diversity, Organizational Performance