Reducing Age Bias and Turnover Intentions by Enhancing Intergenerational Contact Quality in the Workplace: The Role of Opportunities for Generativity and Development

Abstract

A BSTR ACTBased on socio-emotional selectivity and self-categorization theories, we developed and tested a model on how the interplay between employee age and opportunities for generativity and development predicts age bias and turnover intentions via intergenerational contact quality in the workplace. We hypothesized indirect effects of opportunities for generativity on outcomes through intergenerational contact quality among older workers only, whereas we expected that the indirect effects of opportunities for development are stronger for young compared with older workers. Data came from 321 employees in Belgium who responded to an online questionnaire. Results showed that age moderated the relationships of opportunities for generativity and development with intergenerational contact quality consistent with the expected patterns. Furthermore, age moderated the indirect effects of opportunities for generativity and development on age bias through intergenerational contact quality, but not on turnover intentions. Implications for future research and practical suggestions for managing intergenerational contact at work are discussed.

Future Time Perspective in the Work Context: A Systematic Review of Quantitative Studies

“…In addition, other interventions could be implemented to create an organizational climate that supports all age groups, and to reduce negative age stereotypes. For instance, intergenerational contact has been shown to be negatively related to ageism and turnover intentions (Iweins et al, 2013; Henry et al, 2015). Moreover, applying age-inclusive HR practices (e.g., age-neutral recruiting activities, equal access to training for all age groups) can positively influence perceptions of an organization-wide age diversity climate (Böhm et al, 2014).…”

Being perceived as a knowledge sender or knowledge receiver: A multistudy investigation of the effect of age on knowledge transfer

“…For example, organizations can emphasize through means of internal communication (e.g., newsletter, company magazine) that employees from different age groups are not competing for resources, because such narratives have been shown to positively influence perceptions of individuals from the other age group (North & Fiske, ). Furthermore, organizations can provide intergenerational contact opportunities (Henry et al ., ), through age‐diverse projects teams, open work spaces, and social events. Such positive contact between employees of different age groups could, in turn, provide opportunities to develop more favourable assessments of each other's trustworthiness, thereby positively affecting knowledge between age‐diverse co‐workers.…”

“…With this research, we aim to make four main contributions. First, by examining the effects of age on knowledge transfer as a relevant organizational outcome, we contribute to the growing body of research that examines how organizations can respond to the challenges and opportunities created by demographic changes (Henry, Zacher, & Desmette, ; Hertel & Zacher, ). Second, we aim to contribute to the research on the organizational theory of age effects by developing perceived ability and motivation as two relevant mediators that explain why age elicits its effects on knowledge transfer behaviour at work.…”

Negative Attitudes toward Older Workers and Hiring Decisions: Testing the Moderating Role of Decision Makers’ Core Self-Evaluations

“…As such, negative attitudes toward older workers should be reduced and positive attitudes toward older workers should be encouraged, for instance, by shaping a positive age climate and an age-friendly organizational culture leading to an appreciation of age diversity at work. Previous research has shown that intergenerational contact may be able to facilitate positive views toward older people at work (Iweins et al, 2013; Henry et al, 2015). In the workplace, regular and high quality exchange among decision-makers with different ages may be therefore effective in transforming negative attitudes into positive views toward older workers.…”