Supervisors' Attitudes About the Early Retirement of Subordinates1

Are managers open to involvement in employee retirement? The influence of manager psycho-social characteristics, decision-making environment and older employee situational factors

The changing retirement landscape calls on employers to develop practices that respond to individuals’ retirement needs. Line managers are a key stakeholder in managing retirement and this study focuses on how they respond to employee retirement scenarios. This empirical work examines manager openness to involvement in retirement, focusing on three sets of explanatory variables: manager psycho-social characteristics (experience of managing older workers, intention to work past 65), their decision-making environment (influence, discretion and decision-making support) and older employee situational factors (performance, ease of replacement, retirement affect and attitude to work). Data were collected from 129 managers in the United Kingdom's university sector using survey items and a factorial vignette design. The multi-level analysis found support for each category of variables in predicting manager openness to involvement in employee retirement. Managers with more experience of managing older workers were more likely to be open to involvement although managers’ own retirement intentions were not significant as a predictor. Decision-making environment variables were significant predictors of manager openness to involvement. The only older employee situational factor that was associated with manager openness to involvement was employee performance. Practically, organisations need to recognise the potential influence that managers have on employee retirement decisions and this study's findings show that managers may need training to help them understand their own role in supporting older employee retirement.

The Influence of the Early Retirement Process on Satisfaction with Early Retirement and Psychological Well-Being

The present study explores the influence of the early retirement process on adjustment to early retirement, taking into account the roles of individual characteristics and social context in this process. We proposed a systematic model integrating perceived ability to continue working, organizational pressures toward early retirement and group norms about early retirement as antecedents of the early retirement process and subsequent satisfaction with early retirement and psychological well-being. In addition, we examined the moderating role of the voluntariness of the early retirement transition in the proposed model. Our hypotheses were tested using a sample of 213 early retirees. We found that while high organizational pressures were related to lower retirement age, low perceived ability to continue working and group norms favorable to early retirement were related to higher levels of early retirement intentions. Furthermore, group norms favorable to early retirement and low perceived ability to continue working predicted higher satisfaction with early retirement, both directly and indirectly, through early retirement intentions. Finally, satisfaction with early retirement was related to psychological well-being. However, when the sample was divided into subgroups of voluntary and involuntary early retirees, two different relationships were observed in each group. For instance, organizational pressures positively predicted satisfaction with early retirement in involuntary early retirees, whereas this relationship was negative in voluntary early retirees. In addition, income was positively related to retirement age in involuntary early retirees and negatively in voluntarily early retired.

Stereotyping Older Workers and Retirement: The Managers' Point of View

This article presents the results of a study into stereotyping by managers of their older workers and the influence of these stereotypes on the inclination of managers to keep their older workers in employment. The data for the study were gathered among 796 managers. Through principal components analysis, 15 opinions about older workers were reduced to three dimensions of stereotypes. The first dimension deals with the productivity of older staff; the other two dimensions have to do with their reliability and their adaptability. These stereotypical ideas about older workers influence managers' attitudes toward the retirement of their employees. The analyses show that, besides organizational factors, psychological mechanisms also explain why people view older workers through stereotypes. Managers who are older and in more frequent contact with older employees tend to hold more positive views.

Productivity of older workers: perceptions of employers and employees

What determines the perceived productivity of the older worker and how does this perception compare to the perception of the productivity of the younger worker? In this study we present evidence based on data from Dutch employers and employees. Productivity perceptions are affected by one's age and one's position in the hierarchy. The young favor the young, the old favor the old, and employers value the productivity of workers less than employees do. However, there are also remarkable similarities across employers and employees. By distinguishing the various dimensions that underlie the productivity of younger and older workers, we tested whether soft qualities and abilities-e.g., reliability and commitment-are just as important as hard qualities-cognitive and physically based skills-in the eyes of both employers and employees. It appears that both employers and employees, young and old, view hard skills as far more important than soft skills.

Employees' Intentions to Retire Early

This study investigated the early retirement intentions of 346 older Dutch employees by extending the theory of planned behavior with anticipated work conditions. The results showed that employees who felt a pressure from their spouse to retire early had a strong intention to leave the work force before the official retirement age, that is 65. Also, employees' retirement attitude and perceived control over the retirement decision were related to early retirement intentions. Finally, the results indicated that employees might postpone early retirement when they anticipate working in a challenging and rewarding work environment. Together, our findings suggest a number of ways in which organizations can affect employees' early retirement decision making.

The Role of Human Resource Practices and Group Norms in the Retirement Process

The present study analyzed retirement intentions and behavior as part of a work role withdrawal process. We examined the influences of the organizational and group contexts in the process of work role exit by means of two sources of work role expectations: human resource practices and group norms. Three different types of human resource practices were taken into consideration: performance enhancement practices, retirement enhancement practices, and organizational pressures toward retirement. Furthermore, three types of retirement indicators were analyzed: age considering retirement for the first time, early retirement intentions, and retirement age. Hierarchical regression analyses were carried out on a sample of 270 retirees to test the hypotheses. Results showed that retirement enhancement practices and organizational pressures toward retirement predict all the retirement indicators. Moreover, group norms moderated the relationships between retirement enhancement practices and two out of the three outcomes: age considering retirement for the first time and retirement age. Overall, our findings showed that organizational and group contexts play an important role in the retirement process. Moreover, our results indicate an interaction between organizational and group factors in the work role exit process.