ff instead of other benefits that the younger employees might prefer. There is stronger resentment against elderly people as compared to women and minorities however, because those individuals are generally expensive to keep. Most elderly people have high salaries along with good and expensive benefit packages, including pensions. This creates a situation where many large companies feel that it is better to downsize these employees and pay severance packages rather than allowing these employees to stay on and collect top dollar on their benefit packages. Others seem to think otherwise, The American Association of Retired Persons believes that an age-diverse workforce can benefit business organizations in the long run, and has embarked on research, education, and advocacy programs to promote age diversity. (Employment Relations Today, Winter 1997). Nonetheless, diversity initiative programs have put some pressure on corporations and especially large conglomerates, to include elderly employees into their hiring and promoting practices. Even when there is a sincere commitment to strive for a diverse workforce, many times it takes work to change deeply rooted prejudices and stereotypes. The desire to make it happen must come from the top down if subordinates are to truly get the message of importance. Unfortunately, many top-level managers are reluctant to change or alter the very system in which their careers prospered. Backlash by white males is too often the byproduct of diversity initiatives. In recent years, many white males have taken a stance against Affirmative Action programs and diversity initiatives claiming reverse discrimination. But there has been no evidence to support the notion that Affirmative Action plans are pushing the traditional white male out th...
