RESEARCH ARTICLE
Diversity Climate and Job Crafting: The Role of Age.
Emanuela Ingusci*
Article Information
Identifiers and Pagination:
Year: 2018Volume: 11
First Page: 105
Last Page: 111
Publisher ID: TOPSYJ-11-105
DOI: 10.2174/1874350101811010105
Article History:
Received Date: 12/03/2018Revision Received Date: 14/5/2018
Acceptance Date: 3/6/2018
Electronic publication date: 29/6/2018
Collection year: 2018
open-access license: This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International Public License (CC-BY 4.0), a copy of which is available at: (https://creativecommons.org/licenses/by/4.0/legalcode). This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Abstract
Introduction:
In recent years, scientific interest in generational differences has increased. More attention has been paid to the younger (Y generation) and to older workers (baby boom generation), little attention has been given to the X generation, composed of people who are between 35 and 50 years old. This paper aimed to examine the role of age in the relationship between diversity climate and job crafting, focusing on the middle aged (X generation).
Objective and Methods:
Based on lifespan development, self-regulation and job demands-resources theory, we postulated that the association between diversity climate and job crafting weakens with age. Specifically, we hypothesized that age can moderate the positive relationship between diversity climate and job crafting. The participants were 271 employees from different Italian organizations.
Results:
The results from hierarchical regression analysis showed that the relationship between diversity climate and job crafting is stronger in middle aged workers rather than in older workers.
Conclusions:
The findings suggest that diversity climate, in terms of organizational fairness, inclusion and personal diversity value can play a crucial role in the influence of job crafting which is, in turn, essential to improve positive organizational outcomes. Limitations and theoretical and operative implications are discussed.
