Perceived HRM practices, organizational commitment, and voluntary early retirement among late-career managers
Olivier Herrbach, Karim Mignonac, Christian Vandenberghe, Alessia Negrini
Human Resource Management · 2009 · Volume 48 · Issue 6
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. © 2009 Wiley Periodicals, Inc.
Keywords
organizational commitment, older workers, early retirement, HRM practices
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