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As the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism (i.e. discriminating against middle-aged employees based on their age) has become more prevalent. The authors examined how contextual settings and communication affect attitudes toward middle-aged employees and hiring intentions.

Data were collected from 537 employees from various organizations, via questionnaires. The moderated mediation model was analyzed using Hayes' PROCESS models.

Results showed that attitudes toward middle-aged employees mediated the relationship between social climate of shared codes and language and hiring intentions. Social climate was positively related to attitudes toward their adaptability, but negatively to attitudes toward their ability. Also, decision-makers' own perceived employability moderated the relationship between attitudes toward employees' adaptability and hiring intentions, and the indirect relationship between social climate and hiring intentions.

Since age diversity is expected to become one of the most dominant diversity classifications in the very near future, coping with middle ageism constitutes a growing challenge for managers and HR staff. The findings indicate that in order to enhance sustainable employment and prevent discrimination, organizations need not only maintain a supportive climate for older employees, as an affirmative action, but also ensure better communication in terms of sharing codes and language that enhance positive attitudes toward middle-aged colleagues.

In an era where diversity and inclusion dominate human resource management decision making, this study contributes to the literature on the underexplored domain of age diversity.

Management consulting aims to enhance organizational effectiveness through manager development and empowerment. There is evidence that management consultants perceive themselves as leaders, but little research has been conducted on their power bases. The purpose of this study is to examine management consultants’ power bases to gain insight into their leadership and their perceptions regarding managers’ development.

Using qualitative methods, 40 consultants were interviewed, and a semi-structured interview outline was applied to identify their power bases and determine how their power base influences their leadership and managers’ development. Thematic content analysis was applied to analyze the data.

The findings indicate that management consultants have either a prominent referent or expert power base and that these two informal power bases affect consultant leadership differently: referent power leads to solving the managers’ problems, while expert power enhances managers’ self-efficacy and ability to solve their problems by themselves.

The study sheds light on an under-explored subject and contributes to both theory and practice; it extends and refines the connection between power dynamics and managers’ development as well as leadership theory and offers practical implications for the relationship between management consultants and managers.

This paper examines personal and situational factors that may contribute to biases in hiring decisions at the workplace, focusing on willingness to hire male gay or male Jewish ultra-Orthodox Jewish job candidates.

942 Jewish participants in Israel responded to an anonymous online questionnaire regarding a scenario addressing the possible employments of two male applicants: a homosexual and an ultra-Orthodox Jew. A variety of statistical tools, including regression analysis were performed to test hypotheses.

Findings show that social dominance orientation, conservatism, gender and religiosity as well as frequency of contact with the “unlike other” impacted on hiring intention of the participants. These relationships varied in strength and direction with regard to the two applicant types in question.

The explication of the phenomenon in question has both important theoretical and practical importance in a world where – concurrently – there exists increasing contact among individuals from different backgrounds and (perhaps not coincidently) increased signs of wariness of and discrimination toward those unlike ourselves. In light of economic costs related to discrimination – not to mention the personal costs to those discriminated against – organizations must better understand the dynamics of the phenomenon in question.

This is one of the first empirical examinations of the relative impact of personal and situational factors on hiring bias. In addition, it is the first study of its kind in Israel focusing on the mechanisms behind hiring bias toward gay males and ultra-orthodox males.

Numerous studies have focused on the effect of motivation on performance in the workplace. The purpose of this paper is to evaluate the somewhat overlooked role of positive and negative emotions as potential mediators of this critical association.

The longitudinal study employed multilevel modeling for assessing the effects of motivation, emotions and work satisfaction on job performance. In total, 116 respondents provided 1,044 responses at nine consecutive measurement points.

Findings indicated that positive emotions and job satisfaction mediate the positive association between autonomous motivation and performance. Concurrently, negative emotions and decreased job satisfaction mediated the negative associations between controlled motivation and job performance.

The results address only the within-subject and between-subject analysis of temporal variations in emotions and behavior. Future studies can include higher levels of analysis, such as group, team and organizational contexts.

This research contributes to self-determination theory by highlighting the role of emotions in understanding how motivation shapes workplace performance.

To investigate the relationship between two structural dimensions (formalization and decentralization) and two quality dimensions (design and conformance).

A total sample of 758 staff members and patients in five hospitals completed a questionnaire composed of four scales designed to measure the main variables in our study. Correlation and regression analysis were used to measure and confirm the study's hypotheses.

It was found that higher levels of decentralization are related to higher levels of design quality while higher levels of formalization are related to higher levels of conformance quality.

The results suggest that hospital managers need to skillfully handle the structural conflict between decentralization and formalization, and use both dimensions simultaneously to improve hospital performance and patients' service quality.

Previous studies are advanced by clarifying the impact of structural variables on total quality. A positive relationship between decentralization and design quality; and between formalization and conformance quality is empirically confirmed. The study points out the necessity of simultaneously achieving high levels of both formalization and decentralization in order to improve hospital performance in general and both components of total quality in particular.