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‘Decommissioned vessels’ — performance management and older workers in technologically-intensive service work

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  • Scholarios, Dora
  • Taylor, Philip

Abstract

Despite increasing policy emphasis on developing and retaining an aging workforce, this paper demonstrates employer use of electronic performance monitoring (EPM) as part of performance management which can adversely affect older workers. We focus specifically on the use of EPM which is used to identify a proportion of the workforce as ‘underperformers,’ often referred to as forced distribution rating systems. Evidence is presented from union informants representing employees in two technologically-intensive service sectors: the financial sector and telecommunications. These sectors were among the first to utilize technology in a way which had transformative implications for work processes and people management in white-collar service work. In both sectors and across clerical and engineering work contexts, the data show the use of EPM by managers to guide punitive performance management for sickness absence and perceived reduced capability. Older workers emerge as a vulnerable group, with manager decisions shown to be based on age stereotypes. We argue that increasingly pervasive use of digitized performance monitoring may intensify age discrimination in performance management.

Suggested Citation

  • Scholarios, Dora & Taylor, Philip, 2014. "‘Decommissioned vessels’ — performance management and older workers in technologically-intensive service work," Technological Forecasting and Social Change, Elsevier, vol. 89(C), pages 333-342.
    • Handle: RePEc:eee:tefoso:v:89:y:2014:i:c:p:333-342
    DOI: 10.1016/j.techfore.2014.08.004
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    References listed on IDEAS

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    1. Michael White, 2012. "Older employees under pressure? Theorizing reasons for declining commitment," Work, Employment & Society, British Sociological Association, vol. 26(3), pages 447-463, June.
    2. Debra Howcroft & Helen Richardson, 2012. "The back office goes global: exploring connections and contradictions in shared service centres," Work, Employment & Society, British Sociological Association, vol. 26(1), pages 111-127, February.
    3. Pulakos, Elaine D. & O’Leary, Ryan S., 2011. "Why Is Performance Management Broken?," Industrial and Organizational Psychology, Cambridge University Press, vol. 4(2), pages 146-164, June.
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    Cited by:

    1. Tsai, Yuan-Hui & Lin, Chieh-Peng & Ma, Hwa-Chun & Wang, Rong-Tsu, 2015. "Modeling corporate social performance and job pursuit intention: Forecasting the job change of professionals in technology industry," Technological Forecasting and Social Change, Elsevier, vol. 99(C), pages 14-21.

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