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The purpose of this paper is to examine the extent to which negative age-based metastereotypes mediate the relationship between the representation of older workers and two forms of stereotype threat in the workplace: own-reputation and group-reputation. Adopting a social identity perspective, this paper also explores whether age diversity beliefs moderate the relationship between negative age-based metastereotypes and stereotype threats.

A cross-sectional design was adopted with bootstrapped mediation and moderation analyses. The data were collected from 567 older workers working in 15 manufacturing companies.

The analyses provide support for partial mediation and for a moderation effect of age diversity beliefs in the relationship between negative age-based metastereotypes and own-reputation threat. The results hold while controlling for age, objective organizational age diversity, and organizational tenure.

The limitations of this study include its cross-sectional nature and the need for further work regarding older workers’ metastereotypes about middle-aged workers.

For stereotype threat interventions to be effective they must identify beforehand the target and the source of the threat. Moreover, interventions should aim for the development of a sense of identity on the organization as it may pave the way for members of different age groups to build bonds and for intergenerational boundaries to be blurred.

This paper contributes to the literature by showing the importance of negative age-based metastereotypes in workplace age dynamics. It also provides further support for a multi-threat approach to the experience of age-based stereotype threats in the workplace.

The purpose of this research paper is to identify the perceptions and stereotypical views of hotel managers to older employees in the British hotel industry, with a focus on the north of England, and to determine the equal opportunities policies and practices of hotels in relation to older workers and the types of jobs deemed suitable or not suitable for older employees.

The method used in this exploratory study was a survey incorporating a postal questionnaire. The questionnaire was sent to 144 hotel managers in hotels with a minimum of 20 bedrooms in the north of England. In all, 36 completed questionnaires were returned. Data were analysed using Predictive Analytics Software (PASW).

The results of the survey clearly point to hotel managers having overwhelmingly positive views of older workers (confirming the findings of Magd's, 2003 survey), although some managers did age-stereotype certain jobs as being not suitable or suitable for older hotel workers.

The principal limitations concern the use of a questionnaire to measure the attitudes of hotel managers, the use of a non-probability sampling technique and the relatively small sample size.

Given the UK's ageing population and labour shortages in the hotel industry, it is important that hotel managers address negative stereotypical views of older workers and the jobs deemed suitable for these workers.

As the hotel industry is a major contributor to employment in the UK, a lack of empirical data on managers’ perceptions of older hotel workers is a significant omission that this paper seeks to redress.

The global trend of an ageing workforce and government policy directions towards reversing early retirement trends raises the issue of the costs to employers of an older workforce. Data on older workers human resources costs are lacking generally in Australia and other countries. This analysis of human resource costs and benefits relies on aggregate Australia national human resources benchmarking data that are applied to older workers. The study is based on the ratio of duration of employment of older workers compared to younger workers and uses this ratio as a multiplier of human resource costs. The analysis considers recruitment, training, absenteeism and work injuries of older compared to younger workers. The analysis found that net benefits occurred through recruitment and training benefits over the costs of absenteeism and work injuries. Further non‐quantified benefits of older workers identified in international case studies are also explained. These quantified and non‐quantified benefits of older workers suggest that identified positive inducements to employers exist which support human resources investments in older workers.

The purpose of this paper is to explore the relationship between organizational age stereotypes and occupational self-efficacy. First, the authors intend to test the measurement invariance of Henkens’s (2005) age stereotypes scale across two age group, respectively, under 50 and 50 years and older. Then, the moderator role of age groups in the relationship between age stereotypes and occupational self-efficacy is investigated.

The survey involved a large sample of 4,667 Italian bank sector’s employees.

The results show the invariance of the three dimensional structure of organizational stereotypes towards older workers scale: productivity, reliability and adaptability. Furthermore, the moderation is confirmed: the relationship between organizational age stereotypes and occupational self-efficacy is significant only for older respondents.

Future studies should aim to replicate the findings with longitudinal designs.

The study suggests the importance to emphasize the positive characteristics of older workers and to reduce the presence of negative age stereotypes in the workplace, especially in order to foster the occupational self-efficacy of older workers.

The findings are especially relevant in view of the lack of evidence about the relationship between age stereotypes and occupational self-efficacy.

As the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism (i.e. discriminating against middle-aged employees based on their age) has become more prevalent. The authors examined how contextual settings and communication affect attitudes toward middle-aged employees and hiring intentions.

Data were collected from 537 employees from various organizations, via questionnaires. The moderated mediation model was analyzed using Hayes' PROCESS models.

Results showed that attitudes toward middle-aged employees mediated the relationship between social climate of shared codes and language and hiring intentions. Social climate was positively related to attitudes toward their adaptability, but negatively to attitudes toward their ability. Also, decision-makers' own perceived employability moderated the relationship between attitudes toward employees' adaptability and hiring intentions, and the indirect relationship between social climate and hiring intentions.

Since age diversity is expected to become one of the most dominant diversity classifications in the very near future, coping with middle ageism constitutes a growing challenge for managers and HR staff. The findings indicate that in order to enhance sustainable employment and prevent discrimination, organizations need not only maintain a supportive climate for older employees, as an affirmative action, but also ensure better communication in terms of sharing codes and language that enhance positive attitudes toward middle-aged colleagues.

In an era where diversity and inclusion dominate human resource management decision making, this study contributes to the literature on the underexplored domain of age diversity.

This study aims to investigate the role of managers in the re-employment of early retirees and focuses on the effect of managers' age norms and stereotypes on managers' employment decisions.

A combination of a factorial study and a survey was conducted. First, information on the age norms and stereotypes was collected. Secondly, profiles of hypothetical retired job applicants were presented to the employers, who were asked to make a specific hiring decision. The information collected during both studies was combined in the analysis and multilevel models were estimated.

The results indicate that higher age norms (defined as age at which somebody is believed to be unable to work for 20 hours a week or more) result in a higher propensity to hire an early retiree. Stereotypes, by contrast, do not influence managers' decisions. Early retirees' chances for re-employment are also related to their own circumstances (physical appearance and relevant experience) and organisational forces, as they are hired when organisations face labour force shortages.

With the use of vignettes study the authors deal with a hypothetical hiring situation.

Although the effect of attitudes has been often suggested, not much empirical evidence has been presented to support this notion. This study estimates the effect of age norms and stereotypes on hiring decision.

Ageism has deleteriously influenced individuals and society for nearly half a century. Despite receiving increased attention, it remains under-researched regarding how it might be reduced in the workplace. Even though its prevalence and allure, review studies on workplace ageism (WA) are also scarce, and thus a review is warranted.

To fill the preceding void, this study will systematically review the existing literature on WA using data from the past four decades.

This study identified the various antecedents and the intervention mechanism through which WA may be reduced. Additionally, through reviews, the authors advance the research by offering promising avenues for future research.

This review contributes to human resources managers and will inspire future scholars to delve deeper into combating age discrimination, stereotypes and bias toward employees in workplaces.

The present study aims to examine the moderation of the employee's age on the manifestation of “experience of hurt” to “commitment to future conflict” among the three intra-cohort segments of millennials. The study also examines the mediation of “perception of duplicitous organization” between hurt and “commitment to future conflict.”

Cross-sectional data was collected using survey method and analyzed by structural equation modelling on SPSS AMOS 25 software.

The results are based on single-source cross-sectional data. The result indicates that “perception of duplicitous organization” is positively impacted by the experience of hurt at the workplace. It also acts as a mediator between hurt and “commitment to future conflict”. There is significant moderation of age for all the relationships in the model. For instance, age moderates both the paths of hurt resulting in “perception of duplicitous organization” and aggressiveness, where the group of young employees have significantly higher path coefficients.

The managers need to be more considerate and interact frequently with the younger employees as they are more prone to develop aggression and are impressionable to form a “perception of duplicitous organization” after an experience of hurt. The manager needs to establish a high-quality relationship and a positive image of the organization with subordinates to prevent the manifestation of hurt to a “commitment to future conflict”.

To the best of the knowledge of the authors, this study is the first of its kind to study the moderation of age within the larger cohort of millennials.

The purpose of this paper is to investigate relationships between workarounds (solutions to handling trade-offs between competing or misaligned goals and gaps in policies and procedures), perceived trade-offs, information security (IS) policy compliance, IS expertise/knowledge and IS demands.

The research purpose is addressed using survey data from a nationwide sample of Swedish white-collar workers (N = 156).

Responses reinforce the notion that workarounds partly are something different from IS policy compliance and that workarounds-as-improvisations are used more frequently by employees that see more conflicts between IS and other goals (r = 0.351), and have more IS expertise/knowledge (r = 0.257). Workarounds-as-non-compliance are also used more frequently when IS trade-offs are perceived (r = 0.536). These trade-offs are perceived more by people working in organizations that handle information with high security demands (r = 0.265) and those who perform tasks with high IS demands (r = 0.178).

IS policies are an important part of IS governance. They describe the procedures that are supposed to provide IS. Researchers have primarily investigated how employees’ compliance with IS policies can be predicted and explained. There has been an increased interest in how tradeoffs and conflicts between following policies and other goals lead employees to make workarounds. Workarounds may leave management unaware of how work actually is done within the organization and may besides getting work done lead to new vulnerabilities. This study furthers the understanding of workarounds and trade-offs, which should be subject to further research.

The purpose of this study is to explore the relationship between employee age and intimidation in the workplace. Dysfunctional employee behaviors such as harassment and aggression are harmful to the organizational work environment. Such destructive behaviors have long been viewed as negatively impacting organizational success. Additionally, the age dynamics in organizations are rapidly changing as the “graying of America” progresses, older workers remain in the workforce and younger workers delay employment.

The study utilizes data from the Federal Bureau of Investigation's National Incident-Based Reporting System (NIBRS), which is a national database containing information on crime in the US.NIBRS was used to measure the occurrence of workplace violence overall, and workplace intimidation specifically, in the restaurant industry, as well as the ages of both victims and perpetrators of work-related violence.

Results revealed that younger workers are more likely to perpetrate workplace intimidation than their senior counterparts. As victim age increases, employees are more likely to report intimidation than more serious crimes.

Workplace intimidation prevention programs do not typically include age as a factor. This study may be helpful to managers and HR managers charged with developing workplace training programs.

The results of this study contribute to the shared understanding of dysfunctional workplace dynamics. As the workforce collectively ages, organizations should acknowledge the potential impact age may have on violence in the workplace.