The influence of age stereotypes on managerial decisions.

Abstract

An in-basket exercise was used to investigate the influence of age stereotypes on the simulated managerial decisions of 142 undergraduate business students. A "younger employee" and an "older employee" version were created for each of six in-basket items covering a variety of managerial problems. Results confirmed the hypothesis that stereotypes regarding older employees' physical, cognitive, and emotional characteristics lead to discrimination against older workers. The implications of these findings for older workers' motivation and career satisfaction are discussed, and suggestions are made for organizational change to accommodate the special needs of older workers.

Ageism at Work: What Happens to Older Workers Who Benefit from Preferential Treatment?

“…In general, older workers are perceived, in comparison with younger ones, as being less resistant to change (Furunes & Mykletun, 2006), less efficient in their job (Avolio & Barrett, 1987), less productive, less physically apt, lacking in creativity, slow in judgment, not interested in technology, and more difficult to train (Finkelstein & Farrell, 2007). In other words, mirroring perceptions about older people in the community at large, stereotypes about the competence of older workers come across as negative (Chiu, Chan, Snape, & Redman, 2001;Redman & Snape, 2002;Rosen & Jerdee, 1976). At the same time, some studies report more positive evaluations of older workers as being wise, experienced (Furunes & Mykletun, 2006), reliable, stable, and skilled when it comes to interpersonal relationships (Finkelstein, Burke, & Raju, 1995;Rosen & Jerdee, 1976;Singer, 1986;Taylor & Walker, 2003).…”

“…In other words, mirroring perceptions about older people in the community at large, stereotypes about the competence of older workers come across as negative (Chiu, Chan, Snape, & Redman, 2001;Redman & Snape, 2002;Rosen & Jerdee, 1976). At the same time, some studies report more positive evaluations of older workers as being wise, experienced (Furunes & Mykletun, 2006), reliable, stable, and skilled when it comes to interpersonal relationships (Finkelstein, Burke, & Raju, 1995;Rosen & Jerdee, 1976;Singer, 1986;Taylor & Walker, 2003). In other words, older employees are sometimes seen as at least as, and sometimes even more, competent than younger employees in their job (McCann & Giles, 2002).…”

Appartenance syndicale et âgisme : approche comparée en Europe

“…Selon Johnson et Neumark (1997), si l'âgisme était réduit à une analyse des pratiques discriminatoires, il serait plus difficile de l'évaluer, tant les discriminations peuvent être liées à d'autres causes que l'âgisme. Les études managériales ont cependant montré que les pratiques discriminatoires sont en lien avec les stéréotypes liés à l'âge (Rosen et Jerdee, 1976;Cleveland et Shore, 1992;Chiu et al, 2001). Parce que les salariés âgés sont jugés plus rigides à l'égard du changement organisationnel, les employeurs leur offrent moins de chances d'améliorer leur performance et leur promotion (Rosen et Jerdee, 1988).…”

Organizational Demography and Individual Careers: Structure, Norms, and Outcomes

“…The literature suggests that opportunity structures are contingent on individual attributes. Thus, all else being equal, women typically receive lower wages than do their male counterparts (Blau, Ferber, & Winkler, 1997); racial minorities are less likely to be promoted than members of dominant groups (Zatzick, Elvira, & Cohen, 2003; Prasad, D'Abate, and Prasad, Chapter 10); and older workers are less likely to be recognized as having management potential than younger workers (Rosen & Jerdee, 1976, 1977). An opportunity structure that is unfavorable to individuals with particular attributes, by definition, means that their chances of being promoted, receiving increased compensation, or receiving other forms of organizational recognition and rewards are, on average, comparatively low.…”