The Influence of Successful Aging at Work Upon Simulated Performance Decisions

As the age of the workforce increases, it is important to understand how information other than job performance influences the performance evaluation process and outcomes. Performance information is used as a basis for multiple organizational decisions and as such, it is critical to understand how alternative age constructs influence these important work outcomes. Although much research has been conducted using chronological age, emerging age constructs such as successful aging at work have not been examined in relation to such decisions. Using three samples and 2 x 3 x 2 within subjects experimental vignette methodology, the present study examined the influence of successful aging at work (i.e., successful and not successful), the age-type of the job (i.e., whether the job is typically or stereotypically perceived to be an "older," "younger," or "age-neutral" type of job) and age related task-based performance patterns (i.e., pattern of behavior reflecting a stereotypically old or young employee) on ratings of performance-based outcomes (i.e., a composite of performance ratings, promotional and layoff decisions, recommendations for upgrade training, and organizational resource investments). Results showed that when decision makers perceived an employee as successfully aging at work, more positive ratings were given than when an employee was viewed as unsuccessfully aging at work. The age-type of the job and task performance patterns both interacted with successful aging at work to influence overall performance ratings and other performance related decisions. Implications regarding successful aging at work and its role in providing performance-relevant information to decision makers are discussed.