Too Old to Train or Reprimand: The Role of Intergroup Attribution Bias in Evaluating Older Workers

Purpose

The purpose of this study was to explore the role rater and target age play in the evaluations of poorly performing workers. Intergroup attribution theory suggests that rater age predicts the attributions made for the poor performance of older workers.

Design/Methodology/Approach

In this study, 203 supervisors in various industries completed measures of causal attribution and evaluations for a poorly performing hypothetical subordinate.

Findings

Compared to the poor performance of younger targets, the poor performance of older targets was more likely to be attributed to external and controllable causes by older raters and more likely to be attributed to stable causes by younger raters. These attributions predicted willingness to punish and likelihood to provide training.

Implications

Our findings were partially supported by intergroup attribution theory and suggest that this theory may be useful in understanding how older workers’ performance is evaluated.

Originality/Value

This is one of the first studies to utilize intergroup attribution theory among supervisors in exploring how older workers are evaluated in the workplace and to demonstrate that the theory predicts how older workers’ poor performance will be attributed. Our study provides evidence that when evaluating a poorly performing older target, older raters will be more inclined to attribute this performance to controllable causes and thus be more punitive than younger raters. Further, we provide some evidence that raters will be more punitive and less willing to provide training when evaluating poorly performing targets to whom they are similar.     

Mirror,mirror on the wall,who’s the fairest of them all? Thinking that one is attractive increases the tendency to support inequality

Five studies tested the hypothesis that self-perceived attractiveness shapes people’s perceptions of their social class (subjective SES), which, in turn, shape how people respond to inequality and social hierarchies. Study 1 found that self-perceived attractiveness was associated with support for group-based dominance and belief in legitimizing ideologies, and that these relationships were mediated by subjective social class. Subsequent experiments showed that higher self-perceived attractiveness increased subjective SES, which in turn, increased SDO (Study 2 and Study 5); promoted stronger beliefs in dispositional causes of inequality (Study 3); and reduced donations to a movement advocating for social equality (Study 4). By contrast, lower self-perceived attractiveness decreased subjective SES, which in turn, led to a greater tendency to reject social hierarchies and to construe inequality in terms of contextual causes. These effects emerged even after controlling for power, status, and self-esteem, and were not simply driven by inducing people to see themselves positively on desirable traits (Study 4 and Study 5).     

The effect of propensity to trust and perceptions of trustworthiness on trust behaviors in dyads

Research on trust has burgeoned in the last few decades. Despite the growing interest in trust, little is known about trusting behaviors in non-dichotomous trust games. The current study explored propensity to trust, trustworthiness, and trust behaviors in a new computer-mediated trust relevant task. We used multivariate multilevel survival analysis (MMSA) to analyze behaviors across time. Results indicated propensity to trust did not influence trust behaviors. However, trustworthiness perceptions influenced initial trust behaviors and trust behaviors influenced subsequent trustworthiness perceptions. Indeed, behaviors fully mediated the relationship of trustworthiness perceptions over time. The study demonstrated the utility of MMSA and the new trust game, Checkmate, as viable research methods and stimuli for assessing the loci of trust.     

“Tears of joy” & “smiles of joy” prompt distinct patterns of interpersonal emotion regulation

Close relationship partners often respond to happiness expressed through smiles with capitalization, i.e. they join in attempting to up-regulate and prolong the individual’s positive emotion, and they often respond to crying with interpersonal down-regulation of negative emotions, attempting to dampen the negative emotions. We investigated how people responded when happiness was expressed through tears, an expression termed dimorphous. We hypothesised that the physical expression of crying would prompt interpersonal down-regulation of emotion when the onlooker perceived that the expresser was experiencing negative or positive emotions. When participants were asked how they would behave when faced with smiles of joy, we expected capitalization responses, and when faced with tears of joy, we expected down-regulation responses. In six experimental studies using video and photographic stimuli, we found support for our hypotheses. Throughout our investigations we test and discuss boundaries of and possible mechanisms for such responsiveness.     

Leader autonomy support in the workplace: A meta-analytic review

Leader autonomy support (LAS) refers to a cluster of supervisory behaviors that are theorized to facilitate self-determined motivation in employees, potentially enabling well-being and performance. We report the results of a meta-analysis of perceived LAS in work settings, drawing from a database of 754 correlations across 72 studies (83 unique samples, N?=?32,870). Results showed LAS correlated strongly and positively with autonomous work motivation, and was unrelated to controlled work motivation. Correlations became increasingly positive with the more internalized forms of work motivation described by self-determination theory. LAS was positively associated with basic needs, well-being, and positive work behaviors, and was negatively associated with distress. Correlations were not moderated by the source of LAS, country of the sample, publication status, or the operationalization of autonomy support. In addition, a meta-analytic path analysis supported motivational processes that underlie LAS and its consequences in workplaces. Overall, our findings lend support for autonomy support as a leadership approach that is consistent with self-determination and optimal functioning in work settings.