Assessing the Potential Impact of the Introduction of Age Discrimination Legislation in Uk Firms from an Hrm and Km Perspective

In this paper we fuse HRM and KM perspectives in order to explore the detrimental impact of age discrimination or “ageism” prevalent in UK organizations on the development of social capital, considered to be so vital for improved organizational performance in knowledge-based economies. We discuss the potential impact of new age discrimination legislation in the UK in overcoming ageism, highlighting some possible constructive effects but also aspects of the legislation that actually perpetuate negative, stereotypical views of the skills and competencies of older workers. We argue that these misperceptions are also reinforced by numerous HR practices which are currently used in many UK organizations. We argue that if ageism is to be overcome then organizations should follow the lead of some notable organizations in the UK that adopt a strategic approach to talent management. We suggest that the introduction of HRM polices and initiatives that are sensitised to the skills and competencies of all workers, regardless of age, might not only start to eradicate workplace ageism but also promote the development of more nuanced practice-based approaches to KM which could ultimately lead to improved organizational performance.