Invisible but accountable: age discrimination, social identity and organisational justice

Purpose This study critically examines age discrimination and the marginalisation of older employees, specifically Baby Boomers (born 1946–1964), within an Australian higher education provider. It explores how systemic organisational practices and societal narratives shape older workers’ access to promotion and workplace recognition, raising broader questions of fairness, identity and accountability. Design/methodology/approach Drawing on social identity theory, the research adopts a qualitative case study approach involving survey data from 13 employees aged 50 and above (39% response rate from a total of 33 invited participants). Thematic analysis was applied through iterative coding of responses, triangulated with document analysis and observation-inferred survey insights. Participant triangulation was also used to capture a diverse age spectrum among older workers. Findings The analysis reveals four interconnected themes reflecting the lived experience of workplace age discrimination: changing role expectations with age, perceptions of devaluation and exclusion, emotional and career-related impacts and continued employment driven more by intrinsic satisfaction than equitable treatment. Respondents consistently expressed a sense of being part of the organisational “out-group”, reinforcing the relevance of social identity theory in explaining age-based marginalisation. Research limitations/implications The findings highlight the need for stronger organisational accountability in recognising and addressing subtle yet persistent forms of age discrimination. They also point to the limitations of existing anti-discrimination legislation and underscore the critical role of workplace policy, societal attitudes and media narratives in either reproducing or challenging ageist practices. Originality/value This paper contributes to the accounting and accountability literature by documenting how older workers’ experiences of exclusion are shaped not only just by managerial practices but also by broader institutional discourses. It offers novel insights into how accountability mechanisms, both internal and societal, can reinforce or disrupt age-based inequalities in the workplace.