Suchergebnisse

Abstract
In their insightful commentary, Murphy and DeNisi (2021) highlight that there is little consistent evidence for the proposition that age stereotypes negatively influence personnel decisions about older employees. Yet older workers increasingly report witnessing or experiencing age discrimination based on such stereotypes that impede them from securing and maintaining employment, as well as being given developmental opportunities and advancing at work. What, then, might explain this discrepancy between the scientific and anecdotal evidence? In response to Murphy and DeNisi's (2021) call to consider potential moderators of stereotyping effects, we introduce lay theories that managers hold about older employees as a step toward understanding when and why age-stereotyping and ageist personnel management may be likely to emerge. We also discuss how older employees' meta-lay theories could shape their reactions to Murphy and DeNisi's (2021, p. 5) potentially dissonant message that research does not support the widely held assumption that "negative stereotypes of older workers play an important role in age discrimination in the workplace." We suggest several avenues for research focused on understanding lay theory and age-stereotyping dynamics, as well as how this research could be leveraged for practical initiatives to ameliorate their potentially destructive impact.

Although there is a vast amount of literature on the psychologically harmful effects of unemployment, there has been less scholarship aimed at helping those struggling with the motivational challenges involved in a frustrated job search. This conceptual article draws on theory and extensive research in educational, social, and organizational psychology to explain the likely role of mindsets in self‐regulation during the job search. Specifically, the authors outline how a person's mindset can cue patterns of functional and dysfunctional thoughts, feelings, and behaviors during a range of job search tasks. They then provide practical advice for counseling individuals—and for people helping themselves—through the job search process.

A new theory of organizational change and success has recently been proposed, organizational portfolio theory (Donaldson, 1999). One purpose of this theory is to provide a fresh perspective on the determinants and consequences of board composition. After outlining organizational portfolio theory, this paper suggests some implications of the new theory for understanding the dynamic relationship between board composition and firm performance.

AbstractSuccessful aging broadly refers to the development and maintenance of favorable life outcomes with increasing age. We propose that the likelihood of people aging successfully is enhanced by routinely engaging in habitually repeated, enjoyable actions (henceforth, "rituals") that cultivate their personal resources in the physical, emotional, mental, social, and spiritual domains. We suggest that fixed mindsets will impede the discovery and adoption of such rituals, whereas growth mindsets will facilitate people exploring, trialing, and perpetually enacting rituals that help them age successfully. After defining successful aging, we explain the nature of mindsets and discuss their role in systematically cultivating relevant physical, emotional, mental, social, and spiritual resources. Practical examples of personal resource-building rituals are provided throughout. We outline several avenues for future research to test hypotheses derived from the propositions we have advanced and illustrate how mindsets might be deliberately fostered to support successful aging. We also suggest potential boundary conditions on the utility of growth mindsets.