Age diversity management and organizational outcomes: The role of diversity perspectives

An aging population has led to unprecedented levels of age diversity in organizations. Little is known about which age diversity policies, practices and programs are effective in which types of organizations for what outcomes. This paper proposes and tests a positive relationship between age diversity management (diversity policies and systems, age diversity practices, and work-life programs) and three organizational outcomes (corporate social responsibility, voluntary turnover, and operating revenue), derived from signaling theory. It also proposes and tests for the moderating effect of the diversity perspective (fairness, access or learning) on the main relationships, derived from contingency theory. Data were collected in 248 medium- to large-sized for-profit organizations. The results partially support all the hypotheses. The findings suggest different business cases for policies, practices, and worklife programs. Theoretical, research and practical implications are discussed