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Age effects on perceived personality and job performance

Age effects on perceived personality and job performance Purpose – This paper aimed to investigate how older and younger workers are perceived in terms of Big Five personality and task and contextual performance. Based on the intergroup bias phenomenon, the authors also examined whether respondent age would moderate these effects. Design/methodology/approach – Participants ( n =155) completed a paper survey in which they were randomly assigned to rate either a “typical” younger employee or a “typical” older employee. They filled out questionnaires containing measures of perceived personality factors and perceived job performance of an older or younger worker. Findings – As predicted, older and younger workers were perceived differently in terms of certain Big Five personality factors and organizational citizenship behavior. These perceived differences generally reflected actual age‐related differences on these variables. However, respondents' age moderated many of these effects, such that respondents' perceptions favored their own age group. Research limitations/implications – These studies illustrate that dimensions such as perceived Big Five personality and job performance may be useful for examining workplace age stereotypes. They also illustrate that respondent age may affect these perceptions of older and younger workers. Originality/value – This study goes beyond previous studies focused on the examination of general age bias. Indeed, this is the first study that examines perceptions of personality and performance dimensions of older and younger workers in a field setting. Such perceptions may have an impact on the decisions that managers make regarding older and younger workers (e.g. selection, promotions). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Age effects on perceived personality and job performance

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References (42)

Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/JMP-07-2013-0222
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aimed to investigate how older and younger workers are perceived in terms of Big Five personality and task and contextual performance. Based on the intergroup bias phenomenon, the authors also examined whether respondent age would moderate these effects. Design/methodology/approach – Participants ( n =155) completed a paper survey in which they were randomly assigned to rate either a “typical” younger employee or a “typical” older employee. They filled out questionnaires containing measures of perceived personality factors and perceived job performance of an older or younger worker. Findings – As predicted, older and younger workers were perceived differently in terms of certain Big Five personality factors and organizational citizenship behavior. These perceived differences generally reflected actual age‐related differences on these variables. However, respondents' age moderated many of these effects, such that respondents' perceptions favored their own age group. Research limitations/implications – These studies illustrate that dimensions such as perceived Big Five personality and job performance may be useful for examining workplace age stereotypes. They also illustrate that respondent age may affect these perceptions of older and younger workers. Originality/value – This study goes beyond previous studies focused on the examination of general age bias. Indeed, this is the first study that examines perceptions of personality and performance dimensions of older and younger workers in a field setting. Such perceptions may have an impact on the decisions that managers make regarding older and younger workers (e.g. selection, promotions).

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Sep 20, 2013

Keywords: Job performance; Aging; Stereotypes; Personality

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