Browsing by Author "Vitória, Andreia"
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- African versus portuguese managers’ attitudes toward older workers:an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço, Rui; Leal, Susana; Cunha, Miguel Pina eThe study explores the attitudes toward older workers of African managers, and how these managers make HRM decisions in scenarios involving younger versus older students. We compare African (n= 154) with Portuguese (n= 134) managers. African (n= 63) and Portuguese (n= 138) university students are also included to make cultural, social and institutional explanations more robust. The findings suggest that, although African individuals have more positive attitudes toward older workers than Portuguese do, they make more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Attitudes and HRM decisions toward older workers in Africa:exploring contradictions through an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço-Gil, Rui; Leal, Susana; Cunha, Miguel Pina eWe explored the attitudes toward older workers of African versus Portuguese managers, and how these managers make HRM decisions in scenarios involving younger versus older workers. To make cultural, social, and institutional explanations more robust, we also included two samples of students attending Portuguese universities: one sample comprising African students, the other comprising Portuguese ones. The main findings were: (a) a three-factor model (conscientiousness and performance; social capital and generosity; adaptability) of attitudes toward older workers emerged as satisfactory across the four samples; (b) in comparison with the Portuguese participants, African individuals expressed more positive attitudes toward older workers while, at the same time, discriminated against older workers more; (c) the findings were almost identical for both managers and students. Although African individuals showed more positive attitudes toward older workers than did the Portuguese, they made more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Developing and validating an instrument for measuring managers’ attitudes toward older workersPublication . Rego, Arménio; Vitória, Andreia; Cunha, Miguel Pina e; Tupinambá, António; Leal, SusanaThree studies were carried out to develop and validate an instrument for measuring managers’ attitudes toward older workers. In the first study we explore (a) managers’ attitudes toward older workers, and (b) retirees’ perceptions about their last experiences before retirement. In the second study, 51 items emerging from the first study and from the literature were developed. The corresponding questionnaire was then applied to a sample of 224 Portuguese managers who were also invited to make decisions in three scenarios involving younger and older workers. The third study replicated the second one with a sample of 249 Brazilian managers. The main findings are: (a) five types of managers’ attitudes toward older workers were identified (adaptability, value of older workers’ competencies, organizational conscientiousness, social capital/generosity and performance); (b) these attitudes predict how managers select older vs. younger workers in hiring and selecting employees to participate in training; (c) the empirical patterns identified in the Portuguese and Brazilian samples are similar; (d) in spite of recognizing positive qualities in older workers, managers discriminate against them; (e) managers develop different attitudinal profiles toward older workers, which has consequences for how they make decisions about those workers.
- Do humble and gritty leaders promote followers’ psychological capital?Publication . Rego, Arménio; Ventura, Ana; Vitória, Andreia; Leal, SusanaHumility in leaders is crucial for their effectiveness (e.g., Ou et al., in press; Owens & Hekman, 2016; Owens et al., 2015; Vera & Rodriguez-Lopez, 2004). Epstein and Buhovac (2008) argued that a leader must demonstrate a combination of humility and ambition in the pursuit of social and environmental goals. Other authors have sugges-ted that humility, a dimension of servant leadership (van Dierendonck & Nuijten, 2011), is a potential predictor of corporate sustainability (Christensen et al., 2014). A possible explanation for these effects is that humble leaders develop the followers’ psychological capital (PsyCap: self-efficacy, hope, resilience, and optimism). In two studies, we test if humility in leaders predicts follower PsyCap (study #1), and how this relationship is moderated by their grit (Duckworth et al., 2007; studies #1 and #2). The first study, with an experimental design (experimental group: n=136; control group: n=129), shows that individuals assigned to the experimental condition (humble leader) report higher PsyCap than those assigned to the control condition (transactional lea-der). In the second study, 101 individuals described the humility and grit of their lea-ders one week before describing their own PsyCap. The findings show that individuals working with humble leaders develop higher PsyCap, this relationship being stronger when leaders are also gritty (i.e., the follower PsyCap is particularly high when leaders are simultaneously humble and gritty). The research contributes to the understanding of (a) the effect of leaders’ humility on followers and (b) the conditions that stren-gthen/mitigate this effect.