This study examines managers' perceptions of older workers (aged 55 and above) and the organizational context in which these perceptions are formed. We explore managers' perceptions of older workers along two dimensions: personal attributes and employability. Additionally, we investigate whether workplace structures and processes can predict managers' perceptions of older workers as positive, negative, or mixed.
Ambivalent perceptions are elusive and may serve to justify inequality. However, they also reflect weaker boundaries and might be more changeable in certain contexts. This study examines the prevalence of ambivalent age stereotypes among managers and explores the organizational contexts that either enhance or diminish them. If mixed stereotypes are prevalent, they should be incorporated into theories about the causes of inequality and organizational mitigating factors.


We employed the Later Life Workplace Index (LLWI), focusing on sub-dimensions such as Equality of Opportunity, Image of Age, and Communication. Data were collected from 551 Israeli managers. Using factor analysis, we mapped perception clusters and examined correlates between workplace characteristics and managers' perceptions of older workers through multinomial logistic regression.


Our findings revealed managers hold mixed views: positive perceptions about older people's personal attributes and negative perceptions about their employability. Analysis revealed close connections between workplace structures and managers' mindsets. Holding other variables constant, managers were more likely to report positive perceptions in workplaces with more equal career opportunities, a culture of inclusion, and opportunities for intergroup contact. Negative perceptions were more common in workplaces with local labor unions.


The paradox whereby managers sometimes prefer recruiting younger employees despite positively viewing older workers' traits may be explained by our findings on their positive and negative stereotypes.
Given that mixed stereotypes are common managerial stereotypes about older workers, the findings on organizational structures where age bias intensifies, or declines, make significant advances in age and workplace diversity research.