Running head: AGE DISCRIMINATION 1

Effects of Age Discrimination

Liberty University
AGE DISCRIMINATION 2

Abstract

Discrimination has been a continuous issue throughout history. One may not understand the

different forms that discrimination can take. The differentiation is one’s beliefs, physical

appearance, physical abilities, culture, race, gender, and age can cause conflicts in the

organizational setting. An increasingly new phenomenon is the discrimination based on an

individuals age. This is based on the different generational cohorts’ perspectives and work ethic.

Most of the issues are based on misconceptions attained by each cohort which results in lacking

performance, misinterpretation of promotion, and a preconceived notion of each cohort’s work

performance. This is the foundation of the issue. The issue becomes more complex and

multifaceted when other factors are taken into consideration such as gender and race. There have

been policies established to protect this group of individuals, but the lack of knowledge

regarding these policies have resulted in fewer documented occurrences and a laxed

understanding of the actual implications of age discrimination.

Effects of Age Discrimination

Age may seem as though it is an irrelevant factor in workplace discrimination, but

research suggests that age is a likely culprit of discrimination. The workforce is aging, and the

gaps in the ages of workers effects the environment of the organization. The age differentiation

in the baby boomers and the millennials is resulting is discriminatory acts by both employees and

managers. Research shows that the older cohorts are discriminating against the younger cohorts

due to their lack of confidence in their own positions and the threat they feel from the younger

cohorts (Marchiondo, Gonzales, & Ran, 2016). This thought process is resulting in negative

treatment to the younger cohorts and the older cohorts are blaming their lack of promotions and

lacking progression on this perceived notion.

Because of the age variation in the workforce, older employees are starting to feel as

though organizations are treating them as though they are uncapable of taking on the workload

and that their age hinders them from reaching organizational goals, and this perception has

resulted in the older workforce mistreating the younger employees and have also developed

negative perceptions of the younger workforce such as inexperienced, disloyal, irresponsible,

unmotivated, selfish, and inexperienced (Marchiondo et al., 2016). Not only does this age gap

effect the perception held by the older workforce, but it serves as a double-edged knife because it

also impacts the ways the younger workforce perceives the older workforce.

The older “greying” workforce population is being discriminated due to the perceived

notion that they are un-able by the younger workforce, but there is a correlation between their

perception and the level of work they produce which is also an influential factor (Marchiondo et

al., 2016). The older workforce is “slacking” in their abilities due to a preconceived notion that

they feel they cannot shake. The older workforce feels threatened by their own age and feels that
AGE DISCRIMINATION 4

managers are basing their work abilities off their age. The discrimination is coming from all

generational cohorts, but the research suggests that the older cohort is reducing their quality of

productivity in many instances because of their perception, which is resulting in their lack of

promotion and that the lack of promotion is not because of their age (Marchiondo et al., 2016).

This is considered discrimination because of the treatment each party is enduring due to their

mis-perceptions.

From a managerial perspective, the differentiation in ages has resulted in innumerous

issues based on employees ages. The older generational cohort feels that they are deemed as

unable to achieve organizational goals due to their age and are passed up for promotions due to

their age, whereas, the younger cohorts are chalking up their overlooks for promotions on their

lack of experience (Marchiondo et al., 2016). For the younger cohort, this perception proves to

be correct, but for the older generations research suggests that older populations may mirror their

work efforts on their perceptions, which results in lower productivity resulting in their being

passed up for promotions and not through discrimination by managers and employers

(Marchiondo et al., 2016). The older workforce feels that the innovative nature of society has

impacted societies perception of their abilities. The older workforce blames the innovations in

technology as a reason they are perceived as unable to perform jobs (Marchiondo et al., 2016).

Because they were not raised in a time where technology was booming, the older workforce may

feel inadequate in this area or feel as though others perceive them as so, and they reflect that

perception in their communication efforts with the younger workforce. After researching this

topic, the issue lies within the insecurities of both cohorts and those insecurities reflect within

their perception of other and their performance.

Gender and Age Discrimination

Although the age has proved to impact the organizational environment, there are other

influential factors that impact and increase the impact of age discrimination. It is commonly

stated that men and women are not deemed as equal in aspects such as promotion and pay within

the business world. In fact, there are correlations between gender and age discrimination that

result in a specific population being more effected by discrimination, which is influenced by

more than just age; The impacts are more obvious when incorporating the gender and age of this

individual. This is deemed as “gender ageism” (Ruggs, Hebl, Singletary, & Fa-Kaji, 2014).

Gender Ageism

Research suggests that both men and women in the older cohorts are affected by age

discrimination, but at different levels which is due to gender discrimination (Ruggs et al., 2014).

Both men and women are enduring an amount of discrimination due to their age, but there seems

to be one gender who feels the impacts more heavily. Women feel that they are discriminated

against and that they find it difficult to work to their full potential because they know they will

not receive the same level of recognition that a man would (Ruggs et al., 2014).

Older cohorts may feel the inadequate when compared to that of the younger workforce,

but the older cohort of female workers feel that not only are they in competition with the younger

cohorts, but also with the older cohort of men. Older women are against both younger men and

women, and older men. The older generational cohorts experience higher levels of discrimination

than younger women and the same cohort of men, which they base on the “double jeopardy”

hypothesis (Ruggs et al., 2014). Research done by Ruggs, Hebl, Singletary, & Fa-Kaij (2014)

focuses on the “double-jeopardy” hypothesis that states individual who belong to different

groups, or in different categories, tend to fall victim to higher levels of discrimination. This
AGE DISCRIMINATION 6

research suggests that the older cohort of women are at more of an advantage then younger

women and older men. Effects of Age Discrimination

Age discrimination issues have been more frequent due to the downturn in the economy.

It is often difficult for an individual of 40 years of age or over to prove age discrimination when

the individual has been laid off. Employers generally say that the individual was performing

below average. Age discrimination can take on many forms such as: a younger, more energetic

person was hired and not a 45-year-old; received a negative performance review because the

individual was not "flexible" in working on special projects; and when layoffs occur most of the

persons laid off are 40 or older. (Carden & Boyd., 2014) Many employers, however, legislate

hidden agendas that include discriminating against workers over the age of 40. Age

discrimination focuses on age being the primary attribute in identifying skills and abilities. That

older workers are less mentally and physically able to perform job functions compared to

younger employees. (Carden & Boyd., 2014)

Performance

Age discrimination has some negative impacts on overall performance. The employee

overall commitment to the organization would decrease. With discrimination happening in the

workplace would have a negative impact on the way employees feel about the company. That if

they don’t feel like they have an equal opportunity and treatment within the company, they could

leave the company for another opportunity. This could also lead to employees not being

motivated within the work environment. This would have a negative impact on the company’s

overall performance. (Kunze, Boehm, & Bruch, 2011).

Age Discrimination Performance Research

Kunze, Boehm, & Bruch (2011) conducted a new approach on diversity research. They

investigated the effect of organizational‐level age diversity on collective perceptions of age

discrimination climate. The in turn should influence the collective affective commitment of

employees. Which this is an important trigger for overall company performance. The study

included 128 companies and a total of 8,651 employees which provided data on their perceptions

of age discrimination and affective loyalty on the company level. The information on firm‐level

performance was collected from key informants. They tested the proposed model using structural

equation modeling or (SEM) procedures. Which supported all the hypothesized relationships.

Their findings showed that age diversity seems to be related to the emergence of an age

discrimination climate in companies. Which this negatively impacts the overall firm performance

through the mediation of affective commitment. These results make valuable contributions to the

diversity and discrimination literature by establishing perceived age discrimination on the

company level as a decisive mediator in the age diversity/performance link. The results also

suggest important practical implications for the effective management of an increasing age

diverse workforce. (Kunze et al., 2011).

Protection of Age Discrimination During the Great Recession

Hard times bring out the best and worst in people. Hard economic times tend to leave a

bad taste in our mouths. On course of action during a recession that may cause the public to have

this “bad taste” is age discrimination. As the economy enters a recession there is usually an

increase in unemployment. During the Great Recession, America saw a major increase in

unemployment and the duration of that time period increased as well (Nuemark & Button, 2013).

Based on recent research it has become very clear that during the Great Recession older

individuals were impacted far greater by the duration of unemployment (Nuemark & Button,
AGE DISCRIMINATION 8

2013). This leads us to believe that they were subjected to age discrimination and seen as less

valuable of an asset to employers. Although this was a bad period for employment and more so

for older individuals it did as most tough situations do and spurred change. As a result, states are

now offering stronger protections against that go beyond those already in place by the federal

government (Neumark & Button, 2013). States have been able to develop new laws and

strengthen former laws protecting against age discrimination. Ultimately the Age Discrimination

in Employment Act (ADEA) is the federal law that protects against age discrimination.

Unfortunately, unlike the changes that came at the state level change has yet to come at the

federal level. One can only hope that it will not take another recession or discrimination against

people to cause change.

The ADEA

As mentioned before, the ADEA is the federal law protecting against age discrimination

in the United States. It is known that reform and additional laws at the state level have brought

more protection against such forms of discrimination.

Designed to Protect Against Age Discrimination but is it a “Real” Civil Right Statue?

The Civil Rights Act of 1964 did not recognize age as a form of discrimination until the

Age Discrimination in Employment Act of 1967 (McCann, 2017). Since 1967 the landscape for

employment among older individuals has gotten brighter but still has a long way to go. It has

long been suggested that reform needs to come to the ADEA. How would that reform take place

and what would it look like? Author L. A. McCann suggests that there are five steps or phases to

this process. First, would be to have ageism condemned with the same effort as other forms of

discrimination (McCann, 2017). Second, he suggests that older applicants should bring disparate

impact claims (McCann, 2017). Third, stage of the process would be to preserve the Older
AGE DISCRIMINATION 9

Workers Benefit Protection Act (McCann, 2017). The fourth stage, is to have advocated for older

workers who will fight to reverse the damage caused by the Hazen Paper Decision (McCann,

2017). The fifth and final stage would be to actually amend the ADEA to provide compensatory

and punitive damages (McCann, 2017). This is just one proposed plan to bring needed change.

More importantly it needs to be recognized that older employees are valuable despite their age

and because of that action should be taken to protect them from being discriminated against

because of their age.

Conclusion

Age discrimination is becoming an increasingly larger topic of interest due to its negative

impacts on the working population. Although this paper lacks the discussion pertaining to the

lawful nature of age discrimination throughout time, it is obvious by the researched components

that the increase in technology and innovativeness of organization has increased the existence of

age discrimination. Whether this is influenced by the insecurities of each cohort, or is an

actualized issue within management, the notion of age discrimination needs to be discussed and

noted, to increase the knowledge of this issue. There are correlations between age and gender

regarding discriminatory practices and research shows that the idea that age is a discriminatory

factor negatively impacts the productivity of the workforce. This is a double-edged knife because

both the older and younger cohorts feel victim to this. There are policies in place to protect the

aging workforce, but the lack of understanding of these policies results in an undefinable and

undeterminable impact of age discrimination on an organization. Age discrimination impacts

individuals and their work performance, therefore, it should be a focus of HR professionals and

communicated throughout the organization to increase awareness and decrease the negative

impact it has on an organizational work performance.

References

Carden, L. L., & Boyd, R. O. (2014). Age discrimination and the workplace: Examining a model

for prevention. Southern Journal of Business and Ethics, 6, 58-67. Retrieved from

http://ezproxy.liberty.edu/login?url=https://search-proquest-

com.ezproxy.liberty.edu/docview/1627143671?accountid=12085

Kunze, F., Boehm, S. A., & Brunch, H. (2011). Age diversity, age discrimination climate and

performance consequences—a cross organizational study. Journal of Organizational

Behavior, 32(2), 264-290. doi:10.1002/job.698

Marchiondo, L.A., Gonzales, E., & Ran, S. (2016). Development and validation of workplace

age discrimination scale. Journal of Business and Psychology, 31(4), 493-513. Retrieved

from: https://link-springer-com.ezproxy.liberty.edu/article/10.1007%2Fs10869-015-9425-

McCann, L. A. (2017). The age discrimination in employment act at 50: When will it become a

"real" civil rights statute? ABA Journal of Labor & Employment Law, 33(1), 89-104.

Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-

com.ezproxy.liberty.edu/docview/2061859402?accountid=12085

Neumark, D., & Button, P. (2013). Did age discrimination protections help older?

Workers weather the great recession. doi:10.3386/w19216

Ruggs, E., N., Hebl, M., R., Singletary W. S., & Fa-Kaji, N. (2014). Selection biases that emerge

when age meets gender. Journal of Managerial Psychology, 29(8), 1028-1043.

doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/JMP-07-2012-0204