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Young bosses supervising older workers fosters resentment, harms performance

18 November 2016

Places of work have become fairer thanks to their embrace of meritocracy: the idea that the best person for the job is the right person for the job.

Formal assessment processes, for example, help ensure that interviews are granted on merit, rather than allocating them based on which resumes remind the hiring manager of a younger version of themselves.

One consequence of meritocracy is the replacement of seniority-based promotion – you get a better position when “it’s your time” – with one based on ability, a development that means younger people with the appropriate skills can leapfrog older colleagues and end up managing them.

Unfortunately, says new research discussed on our Research Digest blog, this can have nasty repercussions.

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