Abstract

Age discrimination, particularly in the context of performance evaluation decisions, has been a source of major concern and litigation for organizations in the past, and indications are that this area will pose serious challenges in the future. The present study attempted to delve more deeply into the process by which manifest age discrimination operates in the performance evaluation process. A conceptualization was proposed and tested which suggested that age-related influences on performance ratings operate through interpersonal distance and political influence of subordinates. Results demonstrated some support for this conceptualization.