The effect of applicant age, job level, and accountability on the evaluation of job applicants

Gordon, Randall A.; Rozelle, Richard M.; Baxter, James C.

doi:10.1016/0749-5978(88)90044-1

Cited by 66 publications

(53 citation statements)

References 21 publications

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“…In contrast, the liked employee more frequently than the disliked employee received no disciplinary action. Thus, the link between liking and disciplinary actions is supportive of previous studies suggesting that managers are biased by their feelings (liking-disliking) toward subordinates and this differential treatment is reflected in their suggestion of corrective actions (Beyer & Trice, 1984;Cardy & Dobbins, 1986;Dobbins & Russell, 1986;Gordon et al, 1988).…”

Section: Discussionsupporting

confidence: 84%

“…This deception was necessary to enhance the accountability of the participation. As Tetlock (1985) proposed and Fandt (1986) and Gordon, Rozelle, and Baxter (1988) have demonstrated, subject accountability in experiments eliminated the effect of information bias, led subjects to analyze information carefully, and be cautious in drawing inferences from incomplete information.…”

Section: Methodsmentioning

confidence: 95%

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Evidence and the liking bias: Effects on managers' disciplinary actions

Fandt

LabigJr.

Urich

1990

Employ Respons Rights J

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Managers confronted with evidence of employee misconduct were b&sed in their recommendations for disciplinary action depending on whether they liked or disliked the accused employee. As expected, when evidence was strong managers more frequently recommended that the subordinate receive assistance-focused and punishment-focused disciplinary action than when evidence was weak When managers indicated they liked the employee, they were not inclined to suggest use of disciplinary actions but endorsed use of discipline when they disliked the accused employee. Joint effects of evidence and liking were found for assistance-focused and punishment-focused actions. Implications and the relevance of the biasing effects of managers' recommended actions are discussed.

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Section: Discussionsupporting

confidence: 84%

Section: Methodsmentioning

confidence: 95%

Evidence and the liking bias: Effects on managers' disciplinary actions

Fandt

LabigJr.

Urich

1990

Employ Respons Rights J

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“…They often seek approval from their audience (Baumeister and Leary, 1995) and when the view of the person to whom they are accountable is known, they tend to shift their own views toward that view (Klimoski and Inks, 1990;Tetlock, Skitka, and Boettger, 1989). This motivation to preserve one' s identity explains why research has shown that accountability results in increased stereotyping (Gordon, Rozelle, and Baxter, 1988), increased stress (Frink and others, 1995), increased impression management (Frink, 1994;Frink and Ferris, 1998), increased information manipulation (Fandt and Ferris, 1990), greater use of defensive information (Fandt and Ferris, 1990), wasted resources (Adelberg and Batson, 1978), and inaccurate performance evaluations (Klimoski and Inks, 1990). Frink and Klimoski (1998), however, point out that in situations where accountability is increased, problems can occur because a manager enforces inappropriate expectations, his or her practices are not sensitive to individual differences, or the strategies he or she uses for the implementation of increased accountability are flawed.…”

Section: Job Satisfactionmentioning

confidence: 90%

Relationships between accountability, job satisfaction, and trust

Thoms

Dose

Scott³

2002

Human Resource Dev Quarterly

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With the trend toward self-management comes increasing accountability of individuals to their coworkers and organizations. There is an implicit assump-Manz and Sims (1993) have suggested that every major corporation is seriously considering implementing self-managed work groups. Beckham (1998) predicted that by the year 2000, 40 percent of U.S. employees would be working on self-directed teams. Although these projections may have been overly optimistic, they indicate the level of attention given to self-management in the 1990s. HRD specialists frequently act as the change agents involved in the implementation of new approaches to management (Harris and DeSimone, 1994), and self-managed teams are no exception (Yeatts and Hyten, 1998). Accountability is a key characteristic of work on self-managed teams (Harrell and Alpert, 1979;Manz, Mossholder, and Luthans, 1987;Waitley, 1995). Workers on self-managed teams make decisions and are held accountable for the consequences of their decisions. That change in the level of accountability in organizations typically requires extensive training when the teams are implemented (Yeatts and Hyten, 1998).

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“…First, laboratory studies usually do not use employees operating in an actual employment context. Laboratory tasks may be too artificial and raters are asked to make decisions without consequences (e.g., Cleveland et al 1988;Gordon et al 1988;Haefner 1977;Perry et al 1996). These conditions make age more salient and are likely to produce strong demand effects for age discrimination (Finkelstein et al 1995).…”

Section: General Summary and Discussionmentioning

confidence: 99%

Review of Research on Age Discrimination in the Employment Interview

Morgeson

Reider²,

Campion

et al. 2008

J Bus Psychol

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This paper reviews the research literature on age discrimination in the employment interview and related contexts. Twenty one studies were identified which explored whether age discrimination occurs within the context of the employment interview since the Age Discrimination in Employment Act was put into law. Sixteen studies were conducted in laboratory settings. It was concluded that evidence of age discrimination in the employment interview is commonly observed in laboratory studies which do not assess the influence of other job-relevant characteristics. Laboratory studies may create too much artificiality, where the impact of qualifications is artificially minimized and the impact of irrelevant factors like age are maximized. Only 5 of the 21 studies were conducted in the field, but they found far less consequential age discrimination in the employment interview.The passing of the Age Discrimination in Employment Act (ADEA) in 1967 has resulted in a wide variety of research into how age might impact decisions in the employment setting. For example, scholars have examined how age affects actual job performance, the nature of age stereotypes in the work setting, how age might impact performance ratings, and how age relates to recruitment, selection, and promotion decisions. This paper focuses on a subset of this research by reviewing the research literature on how applicant age might affect outcomes in the employment interview. This paper presents a narrative review of this area of research in order to summarize findings for both researchers and practitioners. This method is used to identify and explain the reasons why some studies find the occurrence of age discrimination in the employment interview context when others do not. We begin with a discussion of the methodology used to identify and select articles to be covered in the present review. This is followed by a narrative summary of key articles. We organize key research findings by first presenting lab findings and then results from field research. A chronological list of the empirical articles reviewed, and their major features, is contained in Table 1. We conclude this paper by discussing the research and practical implications. Review MethodologySeveral different means were utilized to locate relevant articles. First, the reference lists of the last four major reviews of the employment interview were searched (Arvey and Campion 1982;Harris 1989;Posthuma et al. 2002;Schmitt 1976) covering the period of time since the ADEA was passed in 1967. Second, all empirical articles in the most recent review (Posthuma et al. 2002) were manually searched to identify any studies that concern age discrimination. Third, a computer search of the published

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The effect of applicant age, job level, and accountability on the evaluation of job applicants

Cited by 66 publications

References 21 publications

Evidence and the liking bias: Effects on managers' disciplinary actions

Evidence and the liking bias: Effects on managers' disciplinary actions

Relationships between accountability, job satisfaction, and trust

Review of Research on Age Discrimination in the Employment Interview

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