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- Attitudes and HRM decisions toward older workers in Africa: exploring contradictions through an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço-Gil, Rui; Leal, Susana; Cunha, Miguel Pina eWe explored the attitudes toward older workers of African versus Portuguese managers, and how these managers make HRM decisions in scenarios involving younger versus older workers. To make cultural, social, and institutional explanations more robust, we also included two samples of students attending Portuguese universities: one sample comprising African students, the other comprising Portuguese ones. The main findings were: (a) a three-factor model (conscientiousness and performance; social capital and generosity; adaptability) of attitudes toward older workers emerged as satisfactory across the four samples; (b) in comparison with the Portuguese participants, African individuals expressed more positive attitudes toward older workers while, at the same time, discriminated against older workers more; (c) the findings were almost identical for both managers and students. Although African individuals showed more positive attitudes toward older workers than did the Portuguese, they made more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Brazilian managers’ ageism: a multiplex perspectivePublication . Rego, Arménio; Vitória, Andreia; Tupinamba, Antonio C. R.; Reis Júnior, Dálcio; Reis, Dalcio; Cunha, Miguel Pina e; Lourenço-Gil, RuiPurpose: The purpose of this paper is to explore the Brazilian managers’ attitudes toward older workers, and how those attitudes explain HRM decisions in hypothetical scenarios. Design/methodology/approach: Brazilian managers (n=201) reported their attitudes toward older workers and their decisions in scenarios involving an older vs a younger applicant/worker. Findings: In spite of expressing positive attitudes toward older workers, a significant number of managers chose a younger one even when the older worker is described as more productive. To build a better understanding of how attitudes predict decisions, it is necessary to identify attitudinal profiles and the interplay between attitudinal dimensions, rather than simply studying each dimension separately. Attitudinal profiling also shows that some managers discriminate against younger workers, a finding, that is, ignored when (only) regressions are taken into account. The managers’ attitudes and behavioral intentions relate with their age. Evidence does not support the double jeopardy effect against older women workers. Research limitations/implications: The sample is small. The scenarios cover a reduced number of HRM decisions. The data about attitudes and decisions were collected simultaneously from a single source. The findings may be influenced by idiosyncrasies of the context. Future studies should also consider real situations, not hypothetical ones. Practical implications: Efforts must be made (e.g. via training and development) to raise managers’ awareness about the consequences of ageism in organizations. Originality/value: Empirical studies about managers’ perceptions/attitudes toward older workers are scarce. Studies in the Brazilian context are even scarcer.