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Ageism at Work

A demographic shift has been occurring in the workforce and is expected to continue in most industrialized nations across the globe. The popular press calls it “the graying of the workforce,” or “the silver tsunami,” reflecting a trend of an aging workforce. Older employees are remaining at their jobs longer and consequently age diversity within organizations has increased. Five different generations (Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z) are working together more than ever before. Increased age diversity has important implications for organizational processes and can have positive and negative consequences. As this trend continues, businesses must adapt to effectively manage age-diverse employees. If left unchecked, ageism at work can lead to numerous detrimental outcomes for organizations (e.g., reduced firm performance, employee turnover), teams (e.g., intergroup conflict), and individuals (e.g., selection discrimination, poor health). Research on this topic seeks to understand the content and process of age-based stereotyping, accuracy of stereotypes, outcomes of age bias, and conditions under which stereotypes are most likely to result in discrimination. Most of the work to date has focused on older workers; however, attention to younger worker age bias is increasing. Developing research streams strive to understand personal and contextual factors impacting ageism at work, and strategies for mitigating the negative effects of age diversity while fostering positive outcomes.