Engage Me: The Mature-age Worker and Stereotype Threat

Kulik, Carol T.; Perera, Sanjeewa; Cregan, Christina

doi:10.5465/ambpp.2015.11653abstract

Cited by 34 publications

(88 citation statements)

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“…In an inclusion climate, employees feel that their social identities are valued and celebrated. Taken together, the fairness and inclusion dimensions of diversity climate capture employees' reactions in relation to both their personal and social identities (Kulik et al, ; Mor Barak et al, ).…”

Section: Diversity Climate and Its Antecedent Programs As A Solutionmentioning

confidence: 99%

“…These organizations progress to a second, more proactive stage of diversity management (Metz & Kulik, ; Mor Barak & Travis, ) and add identity‐conscious programs to their portfolio. Having addressed the discriminatory barriers that limited the organization's ability to attract and retain a diverse workforce, the organization begins to invest in more active forms of diversity management that affirm employees' social identities (Kulik et al, ) and “make these [identity] characteristics legitimate criteria” (Noon, :730) for HR decisions. For example, organizations might adopt formal plans or systems to monitor gender and race patterns in hiring, promotions, and resignations (Gallegos, ); identified imbalances might be deliberately corrected through preferential hiring (Heilman & Blader, ).…”

Section: Diversity Climate and Its Antecedent Programs As A Solutionmentioning

confidence: 99%

“…Most organizations choose the identity‐blind option; this is the dominant approach to diversity management in practice and research (Ely & Thomas, ; Thomas & Ely, ). Thus, this study aims to deepen our understanding of the less popular (Kulik, Perera, & Cregan, ), but potentially more effective (Kalev, Dobbin, & Kelly, ; Windscheid et al, ), identity‐conscious approach. We investigate the unique predictive capacity of identity‐conscious programs in predicting inclusion climate, beyond the impact of identity‐blind programs.…”

Section: Introductionmentioning

confidence: 99%

“…Thus, this study aims to deepen our understanding of the less popular (Kulik, Perera, & Cregan, 2016), but potentially more effective (Kalev, Dobbin, & Kelly, 2006;Windscheid et al, 2017), identity-conscious approach. We investigate the unique predictive capacity of identityconscious programs in predicting inclusion climate, beyond the impact of identity-blind programs.…”

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confidence: 99%

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Inclusion climate: A multilevel investigation of its antecedents and consequences

Perera

Kulik

et al. 2019

Human Resource Management

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This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.

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Section: Diversity Climate and Its Antecedent Programs As A Solutionmentioning

confidence: 99%

Section: Diversity Climate and Its Antecedent Programs As A Solutionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Inclusion climate: A multilevel investigation of its antecedents and consequences

Perera

Kulik

et al. 2019

Human Resource Management

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“…In particular, members of traditionally subordinate groups (i.e., women and older employees) often have a token status (Kanter, 1977) that involves higher performance standards and scrutiny than are applied to majority group members (male and younger employees). This is particularly the case if they enter a context with strong job prototypes (Perry, 1994) for male and younger workers, such as a blue-collar setting (Glick, Wilk, & Perreault, 1995;Kulik, Perera, & Cregan, 2016). In consequence, they are more likely to encounter and to perceive discriminatory treatments that they interpret as anchoring events, and that may generate disproportionately increasing absenteeism trajectories for them .…”

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confidence: 99%

Being Different, Being Absent? A Dynamic Perspective on Demographic Dissimilarity and Absenteeism in Blue-Collar Teams

Reinwald

Kunze

2020

AMJ

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This study offers a new theoretical and empirical perspective on the dynamic effect of demographic dissimilarity on absenteeism behavior by team members over time. Integrating social identity theory with the theory of anchoring events (i.e., key social interactions), we propose that individual absenteeism behavior depends on the relational dissimilarity to the team age and gender. Using a sample of 2,711 individual newcomers in 820 blue-collar teams tracked over seven years, we show that gender and age dissimilarity effects are not constant over time; rather, dissimilar individuals increase their absences more strongly over the years. Particularly, women and older employees in predominantly male and younger teams show a steeper increase in absenteeism over time and, accordingly, higher absolute absenteeism at later stages of team membership than do their less dissimilar counterparts. We discuss the implications for relational demography and diversity theory as well as for diversity management.

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All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age

Weiss

Zacher

2022

J Organ Behavior

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Although population aging requires that employees increasingly work beyond traditional retirement ages, negative age stereotypes often portray older workers as unwilling or unable to work longer. However, recent lifespan developmental research suggests that there are significant individual differences in how fixed versus malleable people perceive the aging process possibly affecting how they envision their occupational future. We develop and test a theoretical model on the role of essentialist beliefs about aging (i.e., the extent to which people believe that aging is an immutable, genetically determined process) in shaping occupational future time perspective and, in turn, motivation to continue working beyond retirement age. Specifically, we hypothesized that older workers (40-65 years) who more strongly endorse essentialist beliefs about aging will be less motivated to continue working beyond retirement age, because they have a more constrained occupational future time perspective. On the basis of a three-wave study (N = 617) and an experiment (N = 358), we find evidence for our proposed indirect effect model, above and beyond previously established control variables (e.g., age, income, health, and age stereotypes). Our findings advance theorizing on work motivation in later adulthood and have important organizational implications in the context of demographic change.

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Engage Me: The Mature-age Worker and Stereotype Threat

Cited by 34 publications

References 0 publications

Inclusion climate: A multilevel investigation of its antecedents and consequences

Inclusion climate: A multilevel investigation of its antecedents and consequences

Being Different, Being Absent? A Dynamic Perspective on Demographic Dissimilarity and Absenteeism in Blue-Collar Teams

All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age

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