The relationship of age to ten dimensions of job performance.

Ng, Thomas W. H.; Feldman, Daniel C.

doi:10.1037/0021-9010.93.2.392

Cited by 932 publications

(844 citation statements)

References 416 publications

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“…For example, it may help clarifying prior inconsistent findings in the literature on the age/job performance relationship (Ng & Feldman, 2008;Ng & Feldman, 2010). Previous findings have indicated that chronological age has a null or even positive relationship to job performance and other work-related outcomes, which is in contrast with the often stereotypically expected negative relationships (Ng & Feldman, 2008;Ng & Feldman, 2010). Our study suggests that adapting one's subjective age, as a self enhancement strategy, might help to sustain or even extend their instrumental performance behavior, so that chronological age is less consequential for work outcomes.…”

Section: Theoretical Contributions and Future Research Directionsmentioning

confidence: 99%

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

Kunze¹,

Raes²,

Bruch³

2015

Journal of Applied Psychology

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This article extends the conceptual knowledge of average relative subjective age in organizations by exploring organizational-level antecedents and consequences of employees, on average, feeling younger than their chronological age. We draw from the theories of selection-optimization-compensation and socioemotional selectivity to build a theoretical framework for relative subjective age in organizations. We hypothesize that companies in which employees, on average, perceive themselves to be younger than they actually are have a higher average individual goal accomplishment and, in turn, experience higher company performance. We further hypothesize that employees' average experience of high work-related meaning relates to a lower subjective age in organizations. In addition, we assess the role of environmental dynamism and age-inclusive human resource management as moderators in this theoretical model. Through empirically testing this model in a multisource dataset, including 107 companies with 15,164 participating employees, we received support for the hypothesized relationships. Our results contribute to current debates in the scientific literature on age and have important practical implications in light of the demographic changes faced by many companies. This research indicates to both researchers and practitioners that it is not employees' chronological age but their subjective age, a factor that can be influenced, which drives organizational performance outcomes.

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Section: Theoretical Contributions and Future Research Directionsmentioning

confidence: 99%

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

Kunze¹,

Raes²,

Bruch³

2015

Journal of Applied Psychology

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“…There has been a long-standing interest in the associations between particular demographic variables and job-related attitudes and behaviors (Schreiber, 1979). For example, researchers have studied the effects of gender on work-family conflict (Hoobler, Wayne, & Lemmon, 2009), age on job performance (Ng & Feldman, 2008), and ethnicity on job satisfaction (Miller & Travers, 2005). Research from the perspective of organizational demography, which is primarily concerned with diversity as a property of a unit that affects outcomes, shifted interest from individuals to organizations as a whole (Pfeffer, 1983).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A Socioecological Approach to Relational Demography: How Relative Representation and Respectful Coworkers Affect Job Attitudes

et al. 2016

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A Socioecological Approach 2 AbstractPurpose: This paper advances a socioecological perspective toward understanding the relationship between demography and job attitudes by considering the joint effects of individual ethnicity and ethnic group relative representation--the degree to which an individualÕs own demographic group is represented similarly in his or her organization and the community in which the organization is located.Design/methodology/approach: Hierarchical polynomial regression analyses of census and survey data from 57,000 employees of 142 hospitals in the United Kingdom suggest that ethnic group relative representation is related to ethnic minority employeesÕ job satisfaction and turnover intentions.Findings: An asymmetric pattern emerged wherein the effect of underrepresentation on turnover intentions was stronger than the effect of overrepresentation. Moreover, the effects of relative representation varied with respectful treatment by coworkers; relative representation had little effect on attitudes of employees who reported low levels of coworker respect but generally enhanced attitudes when respect was high. Evidence regarding the implications of ethnicity and diversity on employee attitudes is severely limited by its exclusive focus on dynamics within organizations. In this paper, we argue that efforts to understand diversity must consider not only the demography of organizations but also its alignment with the demography of the communities in which organizations operate. that employee attitudes are a function of the demographic characteristics of not only those in their immediate work environment, but also the degree to which these characteristics align with the demography of the community in which their organization is embedded, termed relative representation. More specifically, we anticipate that different evaluative judgments will emerge when an individual is an ethnic minority in their organization but not a minority in the community surrounding their organization as compared to a situation where the individualÕs ethnic group is similarly underrepresented in both contexts. We argue that ethnic group relative underrepresentation can reduce employeesÕ attitudes, particularly when people feel their coworkers treat them disrespectfully.Thus, this paper makes three primary contributions to extant scholarship. First, by pushing the boundaries of relational demography theory through the lens of socioecological psychology, we provide new ideas about the complex interplay between individual, organizational, and community demography. We provide the first evidence that ethnic minority employeesÕ attitudes are affected by the representation of their group inside the organization relative to their representation in the community in which the organization is embedded. The relative representation of oneÕs ethnic group offers an unexplored explanation for the equivocal findings of previous research that has not incorporated community demography. Second, in considering respectful interpersonal experie...

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“…For example: The effect of jobrelated health problems on age/performance relations suggests adapting management of workers physical, mental and social health should be a critical priority (Posthuma and Guerrero 2013; Naegele and Walker 2011); Offering older workers renewed stimulation at key points in their careers may help to maintain high levels of commitment and skills (Ng and Feldman 2008;Sturman 2003); Introducing flexible working-time arrangements to avoid demotivation and early exit from the workforce, especially for women (Posthuma and Guerrero 2013).…”

Section: Inclusive Hr Policies Begin At the Recruitment Stagementioning

confidence: 99%

“…However, meta-analyses suggest that the somewhat widespread belief that job performance declines with age is not strongly supported: indeed, many studies point to performance increments with increasing age (Ng and Feldman 2012;Van Vianen et al 2011;Ng and Feldman 2008;Sturman 2003;Warr 1994). In addition, according to the literature, emotional resilience has not been shown to be generally related to age (Ng and Feldman 2012;Sturman 2003;Warr 1994) and also, the widespread stereotypical view that older workers are less innovative than younger workers is not supported (Ng and Feldman 2012;Van Vianen et al 2011;Ng and Feldman 2008;Sturman 2003;Warr 1994). …”

Section: Introductionmentioning

confidence: 99%

Inclusive Recruitment? Hiring Discrimination Against Older Workers

Drydakis

MacDonald

Bozani

et al. 2017

Shaping Inclusive Workplaces Through Social Dialogue

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in AbstractAddressing population ageing requires a rise in the activity rates of older workers. In this study, a field experiment for the period 2013-2015 in the UK, suggests that age discrimination persists at alarming levels. It shows that when two applicants engage in an identical job search, the older applicant would gain fewer invitations for interviews regardless of her/his experience or superiority for the appointment. The results also suggest that older applicants face higher occupational access constraints for blue-collar jobs than white-collar/pink-collar jobs, and that women face greater age discrimination than men. Worryingly, the outcomes suggest that older applicants gain poorer access to vacancies than younger applicants irrespective of written commitments to equal opportunities. The design of the study suggests that discrimination results from distaste for older applicants, which has not been eliminated by the introduction of anti-discrimination legislation. Eliminating ageism in recruitment requires organizations to adopt more inclusive HR policies at the earliest stages of the recruitment process. Social dialogue has a crucial role to play in shaping inclusive and discrimination free recruitment policies such that shared values and beliefs are not agediscriminatory but rather recognize the strengths and potential of workers from different age groups. JEL Code: C93; C9; J14; J1

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The relationship of age to ten dimensions of job performance.

Cited by 932 publications

References 416 publications

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

A Socioecological Approach to Relational Demography: How Relative Representation and Respectful Coworkers Affect Job Attitudes

Inclusive Recruitment? Hiring Discrimination Against Older Workers

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