Home / Volume 4, Issue 3 / Negative Impact of Ageism on Workplace Culture Open access · CC BY-NC 4.0
Research Paper Volume 4 Issue 3 479 - 497 May 8, 2021

Negative Impact of Ageism on Workplace Culture

Lead author · Corresponding
Pragati Nilesh Gothi
Student at NMIMS, Mumbai, India
View PDF Full text DOI https://doij.org/10.10000/IJLMH.11487
Abstract

Purpose: The purpose of the paper is to understand the negative impact of ageism on workplace culture.

Research Implications: The paper studies the understating of negative impact of ageism and ways to combat ageism at work place culture. The research also consists of legal actions related to ageism at workplace.

Findings: For everything that is understood, ageism toward older citizens might be as pervasive as previously thought. Studies in this area ought to fill these data holes by looking at people of all ages. Much of the time young people have coworkers as targets of ageism Also, middle-aged and older adults recorded age discrimination; when buying and getting their necessities as well. Different people commit ageist prejudices" Ageism was encountered no matter who one's age. The research results add layers to our perception of ageism by considering different levels, regions, genders, and forms of prejudice. It is suggested that multiple treatments may be required that apply to people from various ages. More people are ageing across the globe, and this is expected to continue for decades to be the case. Due to the ageing population, the workplace is getting increasingly ethnic, which affects age groups. A lack of diversity of age has the potential to contribute to prejudice against older citizens. Rising age prejudice and the number of age-related jobs allegations are often demonstrate ageism.

Originality/Value:The paper presents about negative impact of ageism on workplace culture. The study is based on secondary data of research papers, articles, books, etc. It is not based on primary research.

Type
Research Paper
Information
International Journal of Law Management and Humanities, Volume 4, Issue 3, Page 479 - 497
DOI: https://doij.org/10.10000/IJLMH.11487
Creative Commons
CC BY-NC 4.0 This is an Open Access article distributed under the terms of the Creative Commons Attribution–NonCommercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting, and building upon the work for non-commercial use, provided the original work is properly cited.
Copyright
Copyright © IJLMH 2026
Disclaimer
The views and opinions expressed in this manuscript are those of the author(s) alone and do not reflect the views, policies, or position of the Journal.

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