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Brazilian managers’ ageism: a multiplex perspective

Arménio Rego (Católica Porto Business School, Universidade Católica Portuguesa, Porto, Portugal) (Business Research Unit, ISCTE – Instituto Universitário de Lisboa, Lisbon, Portugal)
Andreia Vitória (Universidade de Aveiro, Aveiro, Portugal)
António Tupinambá (Department of Psychology, Universidade Federal do Ceará, Fortaleza, Brazil)
Dálcio Reis Júnior (Universidade Positivo, Curitiba, Brazil)
Dálcio Reis (Universidade Positivo, Curitiba, Brazil)
Miguel Pina e Cunha (Nova School of Business and Economics, Universidade Nova de Lisboa, Lisbon, Portugal)
Rui Lourenço-Gil (Católica Porto Business School, Universidade Católica Portuguesa, Porto, Portugal)

International Journal of Manpower

ISSN: 0143-7720

Article publication date: 4 June 2018

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Abstract

Purpose

The purpose of this paper is to explore the Brazilian managers’ attitudes toward older workers, and how those attitudes explain HRM decisions in hypothetical scenarios.

Design/methodology/approach

Brazilian managers (n=201) reported their attitudes toward older workers and their decisions in scenarios involving an older vs a younger applicant/worker.

Findings

In spite of expressing positive attitudes toward older workers, a significant number of managers chose a younger one even when the older worker is described as more productive. To build a better understanding of how attitudes predict decisions, it is necessary to identify attitudinal profiles and the interplay between attitudinal dimensions, rather than simply studying each dimension separately. Attitudinal profiling also shows that some managers discriminate against younger workers, a finding, that is, ignored when (only) regressions are taken into account. The managers’ attitudes and behavioral intentions relate with their age. Evidence does not support the double jeopardy effect against older women workers.

Research limitations/implications

The sample is small. The scenarios cover a reduced number of HRM decisions. The data about attitudes and decisions were collected simultaneously from a single source. The findings may be influenced by idiosyncrasies of the context. Future studies should also consider real situations, not hypothetical ones.

Practical implications

Efforts must be made (e.g. via training and development) to raise managers’ awareness about the consequences of ageism in organizations.

Originality/value

Empirical studies about managers’ perceptions/attitudes toward older workers are scarce. Studies in the Brazilian context are even scarcer.

Keywords

Citation

Rego, A., Vitória, A., Tupinambá, A., Júnior, D.R., Reis, D., Cunha, M.P.e. and Lourenço-Gil, R. (2018), "Brazilian managers’ ageism: a multiplex perspective", International Journal of Manpower, Vol. 39 No. 3, pp. 414-433. https://doi.org/10.1108/IJM-09-2016-0167

Publisher

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Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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