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Early or voluntary retirement (ER) can be defined as the full exit from an organizational job or career path of long duration, decided by individuals of a certain age at the mid or late career before mandatory retirement age, with the aim of reducing their attachment to work and closing a process of gradual psychological disengagement from working life. Given the swinging movements that characterize employment policies, the potential effects of ER—both for individuals and society—are still controversial. This meta-analysis examined the relationships between ER and its antecedent and subsequent correlates. Our review of the literature was generated with 151 empirical studies, containing a total number of 706,937 participants, with a wide range of sample sizes (from N = 27 to N = 127,384 participants) and 380 independent effect sizes (ESs), which included 171 independent samples. A negligible ES value for antecedent correlates of early retirement (family pull, job stress, job satisfaction, and income) was obtained (which ranged from r = −0.13 to 0.19), while a fair ES was obtained for workplace timing for retirement, organizational pressures, financial security, and poor physical and mental health, (ranging from r = 0.28 to 0.25). Regarding ER subsequent correlates, poor ESs were obtained, ranging from r = 0.08 to 0.18 for the relationships with subsequent correlates, and fair ESs only for social engagement (r = −0.25). Examination of the potential moderator variables has been conducted. Only a reduced percentage of variability of primary studies has been explained by moderators. Although potential moderator factors were examined, there are several unknown or not measurable factors which contribute to ER and about which there are very little data available. The discussion is aimed to offer theoretical and empirical implications suggestion in order to improve employee's well-being.

In recent years, scholars have increasingly recognized that the theoretical underpinnings of employee-organization relationships (EOR) are in need of further extension in light of recent organizational changes. In prior research, the study of EOR has been based on social exchange theory, and the psychological contract (PC) has played a central role in understanding this crucial aspect of organizational life. The main objective of this paper is to provide an integration of the existing literature by adopting a multiple-foci exchange relationships approach. Specifically, we looked at identification; the quality of relationships and exchanges with the leader, coworkers, and other organizational agents; justice perceptions involving several organizational sources; and perceived organizational, leader, and coworker support to expand our understanding of the PC. Overall, we advocate a multiple-foci exchange relationships approach that will ultimately enable us to develop a more comprehensive understanding of the complex nature of PCs in 21st century organizations.

Purpose -To analyse the impact of change-oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation) mediates between change-oriented leadership and group outcomes, while group potency reinforces this relationship. Design/methodology/approach -This study is designed as a correlative and cross-level research. The sample comprises 318 health-care professionals in 78 health-care teams at different public hospitals throughout Spain. Findings -Hierarchical regression analysis was used to evaluate mediating and moderating effects. Results offer considerable empirical support for the proposed model. Research limitations/implications -It would be of interest to increase the sample, differentiate it by service, and to get samples from other sectors, as well as to carry out experimental and longitudinal research. It would also be interesting to further explore the conditions that implement change-oriented leadership impact, analysing environment, external relations and so on, to examine the relationships between other variables and to study their effects on new forms of work organisation and on virtual teams. Practical implications -To make more useful change-oriented leader actions, it would be advisable to identify, modify or improve team climate, using strategies such as management by objectives, delegation and empowerment and so on. It would also be necessary to boost group potency before going ahead with change, for example, by developing the skills of team members, or by fostering the self-confidence of the team. Originality/value -This paper contributes to developing actual research about how change-oriented leaders influence team outputs.