Managing ‘difference’: understanding age diversity in practice

This article explores how human resource (HR) managers discuss, classify and justify age diversity as both a concept and practice within the UK. The findings from 33 in-depth interviews with HR managers reveal difficulty in translating age diversity as an abstract managerial concept into workfloor policy and practice. Whilst the managers sought to emphasise the role of culture in promoting diversity, there was a lack of evidence that this related to workfloor equality or activities that proactively challenge discrimination. Moreover, there was confusion over classifying older workers as ‘diverse’, and risking possible discriminatory practices which marginalised both the older workers and other employees. The conclusions discuss how the ambiguous concept of ‘difference’ which lies at the basis of understanding both diversity and discrimination caused tension when implementing older worker strategies, and how policy makers must provide clear measures concerning the intent, objectives and definitions surrounding age equality. It is argued that a move towards an action model of discrimination management may help to create a framework where diversity and discrimination can be mutually addressed

La experiencia de los Principios Rectores en Georgia

Georgia ha progresado mucho en la incorporación de los Principios a sus políticas y a la práctica

Experience of the Guiding Principles in Georgia

Georgia has made significant strides towards incorporatingthe Principles in policy and practice

The central role of human resource management in the search for sustainable organizations

The aim of this article is to present the main contributions of human resource management to develop sustainable organizations. The relationship between human resources and organizational sustainability, which is based on economical, social and environmental performance, involves some important aspects concerning management such as innovation, cultural diversity and the environment. The integration of items from the triple bottom line approach leads to developing a model based on a strategic and central posture of human resource management. Based on this model, propositions and recommendations for future research on this theme are presented