Buffers or Boosters? The Role of HRM Practices in Older Workers' Experience of Stereotype Threat

Abstract

Building on the social identity approach and the HRM literature, this two-wave cross-sectional study examined the effects of negative age-based metastereotypes on the age-based stereotype threat experience of older workers and on organizational disidentification. The moderator role of HRM practices in the relationship between negative age-based metastereotypes and age-based stereotype threat was also investigated. Older workers survey results (n = 469) from 14 manufacturing companies indicated that negative age-based metastereotypes correlate positively with stereotype threat. Moderation results showed that age-awareness HRM practices (training for older workers) reinforced age-based stereotype threat, whereas general HRM practices (recognition and respect) impaired it. The article suggests that the combination of age-based metastereotypes with a stereotype threat framework contributes to further understand older workers' beliefs and attitudes. It also indicates that to be effective, HRM practices should emphasize positive social identities older workers share with their colleagues, rather than giving older workers special treatment that may, after all, reinforce stigmatization.

Age-inclusive HR practices and the thriving of older workers: the mediating role of occupational future time perspective

“…AIHRP have previously been demonstrated to play a significant role in the context of aging workforces (Oliveira and Cabral-Cardoso, 2018; Taneva and Arnold, 2018). However, little is known about the underlying processes that account for the link between HR practices and the thriving of older workers.…”

“…Furthermore, unlike focus on opportunities, perceived remaining time did not mediate the relationship between AIHRP and vitality. This difference can be explained in part by the energy depletion caused by negative views of older workers (Oliveira and Cabral-Cardoso, 2018) which, operating in tandem with declines in perceived remaining time (Rudolph et al , 2018), is likely to cancel out the anticipated positive effects of remaining time on vitality. This is in line with prior evidence, which indicated that remaining time is typically more weakly related – or even unrelated (Henry and Desmette, 2018) – to outcomes like engagement than focus on opportunities (Rudolph et al , 2018).…”

“…One promising approach may be the use of AIHRP, that is, HR practices available to all workers equally, whatever their chronological age (Boehm et al , 2014a). Recent research showed that AIHRP impaired age-based stereotype threats in the workplace (Oliveira and Cabral-Cardoso, 2018), and supported older workers motivation at work (Taneva and Arnold, 2018). A possible explanation for this might be that AIHRP communicate the value and usefulness of all organizational age groups, thus providing older workers with a sense of organizational support which, in turn, lessens vulnerability concerns and allows older workers to express their full potential (Kleine et al , 2019; Templer et al , 2010).…”

“…Considering this demographic context, several career-related challenges must be tackled by older workers and organizations alike. For instance, older workers face persistent negative stereotypes that may deter them from remaining engaged and productive (Oliveira and Cabral-Cardoso, 2018; Ng and Feldman, 2012), thus compromising their employability (Akkermans and Kubasch, 2017). From an organizational standpoint, designing an age-inclusive work environment that fosters the thriving of older workers, that is, a positive psychological state of personal growth at work derived from a combined sense of learning and vitality (Spreitzer et al , 2005), is more critical than ever.…”

Work-family enrichment and successful aging at work: The China context

“…AIHRP refers to specific practical activities in which the organization integrates age-inclusive culture and concept into human resource management elements such as policies, means, and systems that affect employee behavior, attitudes, and performance ( Boehm et al, 2013 ). It is reflected in the inclusive, fair, non-discriminatory, and non-prejudiced treatment of employees of all age groups ( Oliveira and Cabral-Cardoso, 2018 ). Employees of all ages will receive the same level of support from the organization, with equal access to training, skills improvement, and promotion opportunities.…”