Intergenerational Cooperation in Organisational Settings: A Review of Research

Katarina Babnik, Nada Trunk Sirca and Valerij Dermol
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Katarina Babnik: International School for Social and Business Studies, Slovenia
Nada Trunk Sirca: International School for Social and Business Studies, Slovenia
Valerij Dermol: International School for Social and Business Studies, Slovenia

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Abstract: While the changes in labour and social security legislation have been adopted in the EU countries that prolong the period of active working life, the question of actual implementation of age management practices in organisations still remains unclear. Moreover, youth unemployment rates have been rising for some time and the situation is not changing currently. Both generations, the youth and the older workers, have an uncertain status in the contemporary workforce. Intergenerational cooperation practices, supported by labour and social security legislation, could be one of the possible solutions to the generational gap that we are facing today. Although age diversity has been presented as a positive challenge in the strategic HRM, research does not always support this idea. The aim of the article is to present results of a systematic review of research on the effects of various form of intergenerational cooperation in organisational settings. The search was performed in scientific literature databases, for the last 15 years. The results show that not all forms of intergenerational cooperation have clear positive effects on work performance. The results, with possible implications, are further discussed in the paper.

Keywords: intergenerational programming; HRM diversity; organisational context; effectiveness (search for similar items in EconPapers)
Date: 2015
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