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Innovative work behavior has broader meanings and implications than employee performance. Performance is a short-term achievement or a way to prove that employees can do a task or job. Innovative work behavior creates and implements new ideas beneficial for individuals and organizations. Therefore, this study aims to analyze the effect of individual agility and intergenerational learning on employees’ innovative work behavior with the mediating role of age diversity climate and moderating role of intergenerational leadership. Samples taken were lecturers, assistant professor, and associate professor from private universities in Central Java, and the number of respondents was 263, using a structural equation model to analyze the data. The results indicate that individual agility and intergenerational learning positively relate to lecturers’ innovative work behavior. Furthermore, age diversity climate mediates the relationship between individual agility and intergenerational learning on lecturers’ innovative work behavior. Intergenerational leadership enhances the relationship between age diversity climate and lecturers’ innovative work behavior. Innovative work behavior requires individual encouragement and learning created from within the employees.

The present study answers the call for more studies to investigate the age diversity climate’s effect on individual‐level outcomes. Building on the social identity approach and social exchange theory, we surveyed 110 Italian employees aged between 18 and 61 years old (M = 46.10, SD = 10.02) and investigated the role of age diversity climate in predicting intentions to quit (H1), job‐related wellbeing (H2), and work engagement (H3). Our findings confirmed the hypotheses (H1 and H2), showing the added effect of age diversity climate over and above age, job tenure, role clarity, job demands, job control, perceived support, and perceived job and organizational fit. In fact, age diversity climate accounted for a significant increase in the variance explained for two of the three hypothesized models (i.e., intentions to quit and job‐related wellbeing, but not work engagement). To conclude, this study contributes to the existing literature by showing the age diversity climate’s predictive value for turnover intentions and job‐related wellbeing, and corroborating the importance of supporting age diversity through a variety of Human Resources Management strategies., International Journal of Environmental Research and Public Health, 19 (5), ISSN:1660-4601, ISSN:1661-7827

The present study answers the call for more studies to investigate the age diversity climate’s effect on individual-level outcomes. Building on the social identity approach and social exchange theory, we surveyed 110 Italian employees aged between 18 and 61 years old (M = 46.10, SD = 10.02) and investigated the role of age diversity climate in predicting intentions to quit (H1), job-related wellbeing (H2), and work engagement (H3). Our findings confirmed the hypotheses (H1 and H2), showing the added effect of age diversity climate over and above age, job tenure, role clarity, job demands, job control, perceived support, and perceived job and organizational fit. In fact, age diversity climate accounted for a significant increase in the variance explained for two of the three hypothesized models (i.e., intentions to quit and job-related wellbeing, but not work engagement). To conclude, this study contributes to the existing literature by showing the age diversity climate’s predictive value for turnover intentions and job-related wellbeing, and corroborating the importance of supporting age diversity through a variety of Human Resources Management strategies.

The age diversity climate construct is gaining greater attention in the organizational literature due to the demographic changes in the workplace. While the few existing studies on age diversity climate (ADC) are rather encouraging, this construct is still at an early stage of conceptual and operational development. This chapter helps to advance this field of research by analyzing the conceptual issues stemming from the theoretical definition and empirical measurement of the ADC construct. We first review and compare ADC with other age-focused climate concepts, highlighting overlapping and diverging factors regarding their conceptual framework and operationalization. Subsequently, we consider several open issues related to the operationalization of ADC, including the level of analysis, the choice of referent, and the dimensions of analysis. We conclude the chapter by outlining possibilities for future research on ADC.

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This paper sheds light on the mechanisms through which age diversity climate affects employees’ positive attitudes and behaviours. Specifically, the study examines: a) the mediating role of affective commitment in the relationship between age diversity climate and organisational citizenship behaviour, and b) the moderating effect of employees’ focus on future occupational opportunities on the link between age diversity climate and affective commitment. Applying regression analyses to a sample of 326 employees from a multinational pharmaceutical company, we found that affective commitment fully mediates the relationship between perceived age diversity climate and organisational citizenship behaviour. Furthermore, the results revealed that employees’ focus on opportunities is negatively correlated with their chronological age and positively correlated with affective commitment. However, contrary to our hypothesis, employees’ focus on opportunities did not moderate the link between age diversity climate and affective commitment. The results have implications for both theory and practice, suggesting that endeavours to maintain and sustain an inclusive age diversity climate should be regarded as critical.