The Influence Of Ageism On Personnel Decision Making

Abstract

Ageism is a topic in today's world of great consequence, especially due to the multimillion dollar costs of age-related discrimination charges and the potential to ineffectively utilize organizational talent. Additionally, the demographic breakdown of the workforce indicates older individuals make up the majority of workers and that trend will continue for the foreseeable future. However, ageism affects both younger and older individuals; anyone in the workplace has the potential to be a victim of age-related stereotyping or discrimination. As such, this study sought to take past research a step further by examining the impact of ageism on personnel decision making for both younger and older workers. Specifically, the study examined whether or not ageist attitudes and beliefs could be used to predict responses to a simulated personnel decision making exercise (e.g., selection decision, promotion decision, and access to training decision). Utilizing the Comprehensive Scale of Ageism (CSA: Tipton, 2005) to obtain a measure of ageist beliefs, the first study found support for a refined and shortened version of the measure, the CSA-Revised. However, in Study Two, non-significant results were found for the CSA-R's ability to predict personnel decision making. Theoretical and practical implications are discussed as well as implications for future research.