Search results

Although many older workers wish to work longer, they may not be hired due to negative attitudes against them. The purpose of this paper is to investigate the role of intergenerational contact in shaping hiring decisions. Drawing from the intergroup contact theory, the authors investigated affective and cognitive categorization reactions as predictors of decision-makers’ willingness to hire older people and whether these relationships are moderated by intergenerational contact frequency and quality.

The authors tested the hypotheses using data from 232 employees with hiring power.

Results indicate that intergroup anxiety was negatively related to decision-makers’ willingness to hire older people. Further, intergenerational contact frequency exacerbated the relationship between intergroup anxiety and willingness to hire older people; whereas intergenerational contact quality buffered the negative relationship. In addition, the authors found that intergenerational contact quality facilitated the positive relationship between perceived outgroup competence and willingness to hire older people.

These findings extend previous research on older worker employment. In particular, they demonstrate how intergenerational contact frequency and quality can be powerful means that influence age-related hiring decisions.

This study aims to investigate the impacts of pandemic-related media coverage on younger hospitality and tourism employees’ ageist attitudes toward older people by applying the media priming theory and the terror management theory.

This study takes a mixed-method approach through an online survey. A total of 416 usable responses are collected from current US hospitality and tourism employees under 55 years. Qualitative data were analyzed using word cloud. Partial least squares structural equation modeling is then used to test the hypothesized model.

The study’s results show that younger employees' cognitive reaction negatively affects aging anxiety and intergenerational tension, which subsequently influence their willingness to work with older people. Negative media-induced emotions are positively associated with aging anxiety, whereas positive emotions exert no significant impact. Intergenerational contact frequency moderates the effect of intergenerational tension on younger employees’ willingness to work with older people.

This study’s findings contribute to the hospitality and tourism workforce literature by considering the priming effects of media coverage on younger employees’ attitudes toward self-aging and the older group. This study also offers managerial insights on developing effective age-inclusion interventions to reduce workplace ageism in the post-pandemic era.

Existing hospitality and tourism studies on older workers are scant and largely descriptive. To the best of the authors’ knowledge, this study is the first study that assesses the effects of pandemic-related media coverage on workplace ageism toward older people among the current hospitality and tourism workforce.

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational climate, boundary-spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.

The authors applied partial least square structural equation modeling to test the model, using a sample of 635 employees working in the banking industry.

Results indicate that generational diversity negatively influences knowledge sharing among employees at work. However, the moderating roles of intergenerational climate and boundary-spanning leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby, resulting in better group performance.

The study extends extant literature on generational diversity and differences by examining its impact on knowledge sharing and group performance. Further, the study also contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in promoting knowledge sharing among employees. Future research may include other industries/contexts to widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.

This study identifies the need to effectively manage multigenerational workforce to capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive workplace.

The authors attempt to explore the relationship between generational diversity, knowledge sharing, and group performance through the moderating effects of intergenerational climate and boundary-spanning leadership, which has not been studied in the past.

The age diversity climate construct is gaining greater attention in the organizational literature due to the demographic changes in the workplace. While the few existing studies on age diversity climate (ADC) are rather encouraging, this construct is still at an early stage of conceptual and operational development. This chapter helps to advance this field of research by analyzing the conceptual issues stemming from the theoretical definition and empirical measurement of the ADC construct. We first review and compare ADC with other age-focused climate concepts, highlighting overlapping and diverging factors regarding their conceptual framework and operationalization. Subsequently, we consider several open issues related to the operationalization of ADC, including the level of analysis, the choice of referent, and the dimensions of analysis. We conclude the chapter by outlining possibilities for future research on ADC.

The purpose of this paper is to promote discussion about, and the development of the evidence-base underpinning integrated working for intergenerational working. It discusses perspectives on intergenerational work in general and specifically draws on case experiences of the use of intergenerational reminiscence based on sporting memories to highlight issues pertaining to integrated working.

The paper presents a general discussion of issues of intergenerational projects and integrated working, with case discussions of the use of sporting memories as an intervention for focusing intergenerational contact.

It is concluded that intergenerational work has much to offer but that it is far from clear how best to organise integrated working for this type of work. There are interesting lessons to be drawn for intergenerational interventions and integrated working from the case study discussions.

Although case studies can provide crucial in-depth knowledge they can be limited in developing evidence we can be sure is more generalisable across contexts. Hence, further research is required into the impact of intergenerational projects, and how best to maximise this through effective integrated working.

The discussion and case study materials suggest there is much potential in using intergenerational projects to achieve a range of possible outcomes but it is not clear how integrated working is best operationalised in such work. Care is required about clarity concerning the aims of specific projects, but practitioners and others should be encouraged to carefully explore this area of work.

The challenges of an ageing society are significant, as is the need to maintain intergenerational contact, mutuality and the implicit social contract across generations. Specifically developing opportunities for such contact may help achieve this and a range of other positive outcomes.

This paper brings together a discussion of intergenerational projects with consideration of the challenges of integrated working, and adds specific case study lessons from the use of sports-based reminiscence.

The purpose of this article is to demonstrate how funding support for intergenerational initiatives can have a positive impact on individuals and communities. The author aims to argue that there are strong motivations for organisations and associations supported by local and national government to adopt intergenerational approaches to their work and to outline areas where need for future work remains.

The paper describes learning gained from initiatives supported through a four‐year funding programme by the Calouste Gulbenkian Foundation. Highlighting research by a range of parties on the need for and value of intergenerational work, the article moves on to describing key success factors identified through its own programme of work in creating high impact intergenerational work.

Drawing on experience gained from the support of some 50 projects under the Foundation's programme, a number of key elements are identified in the paper as particularly effective in creating successful intergenerational initiatives with significant impact: commonality – a common interest or goal shared among the different ages; co‐design – involve beneficiaries in developing activities; contribution – recognise that every participant has something to offer; community – house the work with key local players; competences – support and train staff to work with different ages.

Extending the literature base on the value of intergenerational practice, the article draws learning from a range of innovative projects in the UK and Portugal, where intergenerational work is still uncommon. The programme of funding was innovative in applying new approaches to intergenerational work including co‐design and social entrepreneurship. The article represents the first comparative analysis of a range of projects funded through the programme.

While age is receiving increased attention in the literature on workplace diversity, it remains under researched. Intergenerational contact and its relationship to ageism require further research to understand their mechanisms and impacts. The paper aims to discuss this issue.

Using semi-structured interviews in the Norwegian technical industry, this paper explores how generations are formed and how this influences intergenerational contact.

Through the lens of ageism, the findings reveal that generational stereotypes are strongly held by respondents, and may affect how members of the generations interact in the workplace. Further, the data demonstrate that both age and generation are socially constructed, and age discrimination is perceived by both older and younger workers.

The study has relevance for managers who are overseeing organizations with considerable age differences.

The purpose of this paper is to present a programme developed and tested in Portugal under this new paradigm where young adults (18-30) and old adults (over 65) learn research skills together.

The structure of the learning experience consists in a six-month training course for lay people in research skills in three specific areas of family, mental health and intergenerational relationships. In order to apply the acquired research and intervention knowledge, participants work in intergenerational groups on a small research project.

Results from the first two editions of the programme indicate benefits of mutual reciprocity in the contribution to tackle ageism and trust between generations.

The potential practice implications for this type of intergenerational programme are significant, considering the increasing aging population in Portugal and the high ageism present. However, the authors may ask if the encountered results are the same with another type of learning subject. Therefore, the authors recommend a replication of this study/programme in other fields.

An integrated active ageing goes from a senior cultural entertainment to a public policy intervention sustained over time, reducing costs in terms of health, education and social services.

Ageism, that is to say discrimination against people because of their age, is an enormous social problem. The new intergenerational learning paradigm can help to address this by emphasizing the importance of the intergroup contact between generations where each group can learn from and teach the other.

The authors can say that these first two editions of the Intergenerational University was a first outlook of how the authors can innovate learning processes at universities and bring research to the public. It is a methodology of social responsibility universities may adopt.

The paper aims to explore the intergenerational maps project that set out to map the Brimbank and Moonee Valley residents' awareness of their favourite aspects of their local community. In reflecting on the way this project enabled local knowledge exchanges between different age groups, the paper examines the way intergenerational interactions become pedagogical and make public and public pedagogy visible.

This research paper employs the theoretical and methodological framework of performance (Charman and Dixon, 2021) to read the author's experience with the intergenerational maps project. Insights gained from performance framework are shared to illuminate the complexity of public pedagogy and its entanglement with place, public and knowledge.

The critical reflection on the author's encounter with a pedagogical event points to the importance of using a new theorisation of public pedagogy (Charman and Dixon, 2021) as a useful generative method to guide the reading, learning and research within the fields of public pedagogy and intergenerational relations.

The practical implications of this paper centres on its deployment of a new theorisation of public pedagogy as a useful framework for studying intergenerational interactions. This places these intergenerational interactional dynamics in the field of public pedagogy and can be practically applied to further develop desirable public pedagogical practices within the arena of public pedagogy.

The paper offers a subjective interpretation of the author's experience with an intergenerational interaction project and presents an application of a theoretical framework to read events as pedagogical performances that brings insights into the pedagogical potential of these public performances.