Perceived human resource management practices, organizational commitment, and voluntary early retirement among late-career managers

Herrbach, Olivier, Mignonac, Karim, Vandenberghe, Christian and Negrini, Alessia (2009) Perceived human resource management practices, organizational commitment, and voluntary early retirement among late-career managers. Human Resource Management, vol. 48 (n° 6). pp. 895-915.

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Official URL: http://dx.doi.org/10.1002/hrm.20321

Abstract

Using a sample of 514 French late-career managers representing a variety of occupations and organizations, we investigated the relations among perceived HRM practices, organizational commitment, and voluntary early retirement. We found that the provision of training opportunities was associated with the most favorable outcomes. It was related to higher affective and high-sacrifice commitment, lower lack of alternatives commitment, and reduced voluntary early retirement. On the other hand, we found that flexible working conditions and the assignment of older workers to new roles (for example, mentor or coach) did not have the expected positive effects. In addition, our results highlight the importance of disentangling the components of continuance commitment, as high-sacrifice commitment was associated with reduced likelihood of voluntary early retirement, while lack of alternatives commitment had the opposite effect. These findings suggest that voluntary early retirement should be incorporated as a major outcome in future organizational behavior research

Item Type: Article
Language: English
Date: 19 November 2009
Refereed: Yes
Additional Information: aeres B Cnrs 2
Uncontrolled Keywords: Organizational commitment older workers early retirement HRM practice
Subjects: C- GESTION > C3- Gestion ressources humaines
C- GESTION > C4- Management
Divisions: TSM Research (Toulouse)
Site: UT1
Date Deposited: 15 Jun 2015 09:43
Last Modified: 18 Oct 2017 15:16
URI: http://publications.ut-capitole.fr/id/eprint/14669

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