Posted: January 18th, 2024

Influence of Age Stereotypes on Employment

Influence of Age Stereotypes on Employment

Age stereotypes are generalized beliefs or assumptions about the characteristics, abilities and preferences of people based on their age group. Age stereotypes can have negative consequences for the occupational well-being, career development and employment opportunities of older workers, especially in the context of an aging workforce. In this paper, we review some of the main findings and implications of the research literature on age stereotypes toward older workers and how they can act as employment barriers.

Age Stereotypes as Employment Barriers

Age stereotypes can affect various aspects of the employment relationship, such as hiring decisions, training opportunities, performance appraisals, promotion prospects and retention policies. According to the self-categorization theory (Turner et al., 1987), people tend to categorize themselves and others into social groups based on salient attributes, such as age, gender, race or occupation. This process of social categorization leads to intergroup bias, which is the tendency to favor one’s own group over other groups and to perceive outgroup members as more homogeneous and less favorable than ingroup members. Intergroup bias can result in discrimination, prejudice and stereotyping toward outgroup members.

Older workers are often perceived as an outgroup by younger managers or coworkers, who may hold negative age stereotypes about them. Some of the common negative age stereotypes toward older workers are that they are less productive, less adaptable, less motivated, less creative, less willing to learn, more resistant to change, more prone to errors, more costly and more likely to retire soon (Dordoni and Argentero, 2015; Posthuma and Campion, 2009). These negative age stereotypes can influence employers’ decisions and behaviors toward older workers in various ways.

For example, employers may be less likely to hire older workers than younger workers for new positions, especially if they perceive the job as requiring high levels of physical or cognitive abilities, technological skills or innovation potential (Finkelstein et al., 1995; Ng and Feldman, 2012). Employers may also be less likely to offer training opportunities to older workers than younger workers, assuming that they have lower learning capacities or lower returns on investment (Armstrong-Stassen and Templer, 2005; Maurer et al., 2008). Employers may also be less likely to offer permanent contracts to older workers than younger workers, expecting that they will retire soon or become less productive over time (Bal et al., 2011; Van Dalen et al., 2010).

These employment barriers can have detrimental effects on the occupational well-being and career development of older workers. Older workers who face age discrimination or stereotyping may experience lower levels of job satisfaction, organizational commitment, self-efficacy, motivation and performance. They may also experience higher levels of stress, burnout, turnover intentions and retirement intentions (Chiu et al., 2001; Kooij et al., 2011; Ng and Feldman, 2008). Moreover, these employment barriers can limit the human capital development and diversity of organizations, as well as their ability to cope with labor shortages and skill gaps in the aging workforce (Armstrong-Stassen and Ursel, 2009; Kunze et al., 2011).

How to Reduce Age Stereotypes and Promote Age Diversity

To reduce the negative effects of age stereotypes on employment outcomes and to promote age diversity in the workplace, several strategies can be implemented at different levels. At the individual level, older workers can challenge negative age stereotypes by engaging in continuous learning, updating their skills, seeking feedback, demonstrating their competencies and achievements, expressing their career aspirations and preferences, and maintaining a positive self-image and attitude toward work (Bal et al., 2013; Maurer et al., 2008). Older workers can also seek mentors or role models who can provide them with guidance, support and inspiration for their career development (Feldman et al., 2010; Kramarz et al., 2020).

At the interpersonal level, managers and coworkers can foster positive intergroup relations by creating opportunities for intergenerational contact and collaboration, such as cross-age mentoring programs, team projects or social events. These activities can help to reduce intergroup bias by increasing mutual understanding, appreciation and trust among different age groups. Managers and coworkers can also provide older workers with constructive feedback,
recognition and encouragement for their work performance and contributions (Armstrong-Stassen and Ursel,
2009; Kunze et al., 2011).

At the organizational level, employers can implement policies and practices that support age diversity
and inclusion, such as fair recruitment and selection processes, flexible work arrangements,
lifelong learning programs,
career development plans,
performance appraisal systems,
compensation schemes
and retention strategies
that are based on merit
and individual needs
rather than on age
or seniority
(Dordoni and Argentero, 2015; Posthuma and Campion, 2009). Employers can also provide training and education to managers and employees on the benefits of age diversity, the challenges of age stereotypes and discrimination, and the ways to prevent and address them (Armstrong-Stassen and Ursel, 2009; Kunze et al., 2011).

Conclusion

Age stereotypes are pervasive and persistent in the workplace, and they can have negative consequences for the occupational well-being, career development and employment opportunities of older workers. To reduce the impact of age stereotypes and to promote age diversity in the workplace, it is important to adopt a multilevel approach that involves individual, interpersonal and organizational strategies. By doing so, employers can leverage the potential and value of older workers, as well as enhance their own performance and competitiveness in the aging workforce.

References

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