This document examines discriminatory behavior towards older people in the workplace. A comprehensive analysis of the problem of ageism is explored from a number of various theories in an attempt to demonstrate and understand the causal link between ageism and negative attitudes. Understanding how and why negative attitudes develop and perpetuate leads us to draw conclusions for change. Ageism in the workplace Age discrimination is a growing concern in our society, with significant consequences in denying a growing percentage of the population the right to work. The percentage of seniors (65 years and older) in Canada increased from 8% in 1971 to 14% in 2011. This number is expected to steadily increase to 24.7% (about 1 in 4) within the year. 2051 (Canada, 2014). Not only is this high rate concerning when considering the availability of future job positions, but it is especially concerning when, as the Ontario Human Rights Commission has established, “age discrimination is often not taken as seriously as other forms of discrimination” (OHRC, 2014). The term “ageism” parallels concepts such as racism and sexism and, as stated by the OHRC, is “a socially constructed way of thinking about older people based on negative attitudes and stereotypes about aging and a tendency to structure society based on assume that everyone is young, thus failing to adequately respond to the real needs of older people” (OHRC, 2014). Furthermore, ageism can have the same “economic, social and psychological impact as any other form of discrimination”. (OHRC , 2014) Without awareness and mediation, at least one in four Canadians could experience age discrimination in the future. Age-based criteria for… half of the paper… function in the workplace, allowing them to feel like they belong in the workforce rather than expecting retirement to make room for younger workers. Phipps (2006) points out that when senior staff see younger, less experienced employees being promoted, they feel devalued and demoralised. leaving many to accept being singled out for layoffs or early retirement programs (Phipps, 2006, p. 522). .Research has shown that there are no differences in performance between older and younger employees (Billet, 2011, p. 1249) and, due to their positive attitude towards work, strong work ethic, 'infrequent absenteeism and low turnover, the additional training costs that might be required in the field of technological advancement would produce a higher return on investment than a younger worker who does not possess these qualities.