Ageism in the Workplace

This paper examines discriminatory behavior against older persons in the workplace. A comprehensive analysis of the problem of ageism is explored from a range of various theories in an attempt to prove and understand the causal link between ageism and negative attitudes. Understanding how and why negative attitudes are developed and perpetuated leads us to make conclusions for change.

Ageism in the Workplace

Age discrimination is a growing concern in our society, having significant consequences in denying an increasing proportion of the population the right to work. The percentage of older adults (65 and over) in Canada has risen from 8% in 1971 to a rate of 14% in 2011. This number is expected to steadily rise to a rate of 24.7% (roughly 1 in 4) by the year 2051 (Canada, 2014). Not only is this high rate concerning when considering the availability of future job positions, but this is especially concerning when, as the Ontario Human Rights Commission has determined that “age discrimination is often not taken as seriously as other forms of discrimination” (OHRC, 2014).

The term ‘ageism’ parallels concepts such as racism and sexism and, as stated by the OHRC, is

“a socially constructed way of thinking about older persons based on negative attitudes and stereotypes about aging and a tendency to structure society based on an assumption that everyone is young, thereby failing to respond appropriately to the real needs of older persons” (OHRC, 2014).

They further that ageism can have the same “economic, social and psychological impact as any other form of discrimination” (OHRC, 2014). Without awareness and mediation, in the future, as many as one in four Canadians could experience age-based discrimination. Age-based criteria fo...

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... function in the workplace, allowing them to feel as though they can belong to the workforce as opposed to feeling expectancy for their retirement to make space for younger workers. Phipps (2006) point outs out that when senior staff watch younger, less experienced employees being promoted over them, they feel devalued and demoralized, leaving many to embrace being singled out for redundancy or early retirement schemes (Phipps, 2006, p. 522).

Research has shown that there are no performance differences between older and younger employees (Billet, 2011, p. 1249) and due to their reported positive attitude towards work, strong work ethic, infrequent absenteeism and low turnover, the extra training costs that may be required in the area of technological advancement would yield a higher return on investments than a younger worker who does not possess these qualities.