Positive Effects of Ageing and Age Diversity in Innovative Companies
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Added on 2020-05-11
Positive Effects of Ageing and Age Diversity in Innovative Companies
Added on 2020-05-11
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Chapter: 1 Results and Discussion 1.1IntroductionIn the previous chapter the results from the data analysis has been discussed and also fivedifferent hypotheses were tested. The hypothesis was tested on the basis of the statistical resultsfrom the regression and correlation analysis. In the chapter the hypothesis will be explainedfurther and also the previous literature on similar areas will also be compared. In the first sectionthe results from the hypothesis has been explained followed the contribution of the research.Lastly the chapter has been concluded with limitation and future research scopes.1.1.1Hypothesis 1:Null hypothesis: Diverse colleagues and the organizational performance are not significantlyrelated.Alternative hypothesis: Diverse colleagues and the organizational performance are significantlyrelated.As shown in the previous chapter the null hypothesis was rejected. This means that the diversecolleagues and the organizational performance are significantly related. However the regressioncoefficient was negative suggesting that increase in the diverse colleagues will decrease theorganizational performance. This is because with increase in employees from diverse field theproductivity may decline which will eventually decrease the organizational performance.However the previous researchers have found that the diverse colleagues in the organizationpositively affect the organizational performance. Study by (Mohammad & Alyahya 2013) arguesthat diversity in the workforce increase the customer base which eventually improves therevenue. Similarly another research by (Herring & Henderson 2015) states that diversecolleagues in the workplace creates cognitive and social work environment and promotecreativity and innovation. So it can be said that diverse colleague helps to improve theorganizational performance. The negative impact in the current research is may be due the
sample included in the study and the factors used to define organizational performance aredifferent as compared to previous researches(Simons & Rowland 2011). 1.1.2Hypothesis 2: Null hypothesis: There is no significant relationship between awareness about the diversity in theworkplace and organizational performance.Alternative hypothesis: There is no significant relationship between awareness about thediversity in the workplace and organizational performance.On the basis of the regression results the null hypothesis was rejected and the alternativehypothesis was accepted. So it can be concluded that the awareness about the diversity in theworkplace is significantly related to the performance of the organization. This shows that if theemployees in the organization are aware about the diversity in the workplace, this will help theemployees to adjust in the diverse environment. If the employees are satisfied with the workenvironment their productivity will also increase. Most of the previous researches have focusedon the awareness of the managers about the diverse workforce. A recent research by (Fujimoto& Härtel 2017) argues that the senior employees should spend some time to understand theemployee’s expectation from the organization and also about the problems they are facing in theorganization. This will help to improve the employees’ engagement in the workplace which willpositively affect the organizational performance. On the other hand research by (Phillips 2017)highlighted the issues related to discrimination in the workplace and argued that the managersplay vital role in ensuring equality and creating awareness about diversity in the workplace. 1.1.3Hypothesis 3:Null hypothesis: There is a no relationship between age diversity and employees performance.Alternative hypothesis: There is a no relationship between age diversity and employeesperformance.This hypothesis was tested on the basis of the qualitative analysis and the results show that thediversity in the age of the employees in the workplace has positive impact on the organizationalperformance. Previous research has also shown similar results(Backes & Veen 2013; Backes-
Gellner & Veen 2009). Most of the research on age diversity and organizational performance hasargued that with diversity on age there is exchange of experience and new ideas among the oldand the new employees in the workplace. Younger employees brings new techniques and thenew methods to do the work whereas as the older employees have good knowledge about theorganization and its working environment. So if employees from different work group help eachother it will improve the overall performance of the organization. However some scholars haveargued that with age diversity the problem of generation gap arises which may negatively affectthe performance of the organization(Birkman 2016; Hayes 2013; Govitvatana 2001). So theimpact of age diversity on the organizational performance depends on the co-ordination betweenthe employees in different age group. If they co-ordinate and communicate properly this mayhelp the organization whereas the lack of co-ordination may hamper the productivity. So themanagers have an important role to play when there is age diversity in the workforce.1.1.4Hypothesis 4:Null hypothesis: There is a no relationship between age diversity and organizationalperformance.Alternative hypothesis: There is a relationship between age diversity and organizationalperformance.This hypothesis is directly related to the previous hypothesis. The previous hypothesis shows therelationship between the age diversity and employee performance whereas this hypothesis testthe relationship between the age diversity and organizational performance. Since theorganizational performance is directly related to the performance of the employees, age diversityis also significantly related to the performance of the organization. Most of the previous researchhas not distinguished the impact on the age diversity on employee and organization performance.They have either focus only on employee performance or only on the organizationalperformance. So, in that sense this research is unique and contributes to fill the gaps in theliterature. Majority of the researchers have raised the issue of generation gap while discussingabout the age diversity in the organizational performance and only few researches have shownpositive impact of generation gap organizational performance(Rizwan et al. 2016; WEILIANG etal. 2011; Mohammad & Alyahya 2013).
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