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Related Experiment Videos

The age context of performance-evaluation decisions.

G R Ferris1, T A Judge, J G Chachere

  • 1Institute of Labor and Industrial Relations, University of Illinois, Champaign 61820-6297.

Psychology and Aging
|December 1, 1991
PubMed
Summary
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Supervisors who differ in age from their work groups give higher performance ratings. This study tested age demography models, finding support for the dissimilarity model in organizational performance evaluations.

Area of Science:

  • Organizational behavior
  • Social psychology
  • Human resource management

Background:

  • Organizational demography examines how individual characteristics impact organizational processes at various levels.
  • The influence of age composition within work groups and supervisor age on performance evaluations requires further investigation.

Purpose of the Study:

  • To test the contextual effects of work-group age composition and supervisor age on subordinate performance evaluations.
  • To compare the predictions of the age similarity model versus a newly developed age dissimilarity model.

Main Methods:

  • The study analyzed the interaction between work-group age composition and supervisor age.
  • Two models, the similarity model and the dissimilarity model, were empirically tested.

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Main Results:

  • Empirical evidence supported the dissimilarity model.
  • Supervisors whose ages differed from their work groups' age composition issued generally higher performance ratings.

Conclusions:

  • Age dissimilarity between supervisors and work groups is a significant factor in performance appraisal.
  • Findings challenge traditional assumptions and offer new insights into age-related dynamics in organizational settings.