Organizations worldwide are currently experiencing shifts in the age composition of their workforces. The workforce is aging and becoming increasingly age-diverse, suggesting that organizational researchers and practitioners need to better understand how age differences may manifest in the workplace and the implications for human resource practice. Integrating socioemotional selectivity theory with the performance feedback literature and using a time-lagged design, the current study examined age differences in moderating the relationships between the characteristics of performance feedback and employee reactions to the feedback event. The results suggest that older workers had higher levels of feedback orientation on social awareness, but lower levels of feedback orientation on utility than younger workers. Furthermore, the positive associations between favorability of feedback and feedback delivery and feedback reactions were stronger for older workers than for younger workers, whereas the positive association between feedback quality and feedback reactions was stronger for younger workers than for older workers. Finally, the current study revealed that age-related differences in employee feedback orientation could explain the different patterns of relationships between feedback characteristics and feedback reactions across older and younger workers. These findings have both theoretical and practical implications for building theory about workplace aging and improving ways that performance feedback is managed across employees from diverse age groups.

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As the nature of work is rapidly changing, organizations in developed nations all over the world are experiencing shifts in the age composition of their workforces.These changes, which include an aging workforce that is becoming increasingly agediverse, indicate that organizational researchers and practitioners need to be better aware of how age differences manifest themselves in the workplace and what implications this has for effective employee management. In the current study it is proposed that employees of different ages react differently to various elements of a formal performance feedback event. Specifically, Carstensen's developmental Socioemotional Selectivity Theory is used as a theoretical backing for explaining how and why employees of different ages perceive and react to performance feedback differently based on their perceptions of the valence, content quality, and delivery quality of the feedback. The results show evidence of age differences in feedback reactions, with younger adults being particularly concerned with information that will benefit them in the future and older adults being particularly concerned with information that conveys a positive relationship with one's supervisor. These findings have both conceptual and practical implications as we seek to build workplace aging theory and find ways to better manage and retain valuable employees of all ages in a changing world of work.