Perceived HRM practices, organizational commitment, and voluntary early retirement among late‐career managers
研究了514名法国晚期职业经理人，发现培训机会能提升情感承诺和高牺牲承诺、减少自愿提前退休，而灵活工作条件和安排新角色未产生预期效果。
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.