http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
investigation of age influences in the performance appraisal process
Age discrimination in employment settings is a problem of growing concern. As the American workforce grows older, the potential for discrimination Increases. Age discrimination, as it occurs in the performance appraisal process, is of particular concern because the results of the performance appraisal process, specifically, the performance ratings, often serve as major inputs into many other employment decisions affecting the subordinate. The overall objective of this research was to investigate some of the cognitive processing issues that are related to age-linked biases in work organizations. Literature in the areas of performance appraisal, perception, age, stereotyping, and causal attributions was reviewed and a conceptual model of the process by which supervisor perceptions of subordinate age can affect subjective evaluations of subordinate performance and causal attributions ascribed by the supervisor was developed and tested. Specifically, the model suggests: (1) when the age of the Job Incumbent Is not the same as the age of the person to typically occupy the position, lower performance ratings result; and (2) when subordinate performance differs from that which is expected by the supervisor, causal attributions ascribed by the supervisor will be more unstable and external than when performance is in line with what was expected. A laboratory experiment was conducted to examine the relationships proposed in the model. Contrary to predictions, there were no statistically significant differences between older and younger employees in young-typed, old-typed, and age-neutral Jobs, although the results were in the predicted directions. Additionally, none of the predictions regarding causal attributions were supported. Alternative explanations for the study results are explored. Further, implications of the study results are discussed.