Purpose The purpose of this paper is to explore the relationship between different categories of person–environment (P–E) fit and two types of retirement intentions (i.e. full retirement and bridge employment). Design/methodology/approach Data were collected from a convenience sample of 357 executives aged 50 and over, employed in French private sector companies. Hypotheses were tested using structural equation modeling. Findings Perceptions of value congruence at vocational level and needs and supplies fit at organizational and job levels were positively related to the intention to hold bridge employment after retirement. The fit between older worker’s abilities and job demands was positively related to the two types of retirement intentions. Originality/value The complexity of retirement transition is taken into account with the introduction of two types of retirement intentions. P–E fit is shown to be an antecedent of career intentions after retirement.

Purpose The purpose of this paper is to examine the direct and conditional indirect effects of employees’ perception of psychological contract fulfillment on their positive voice, i.e., promotive voice and prohibitive voice, through the integrated framework of the social exchange theory and the group value model. Design/methodology/approach Using a two-source data collection from the employee and supervisor, cross-sectional data were collected from 234 participants working in one of the leading non-profit organizations in Pakistan. After initial data screening, a confirmatory factor analysis was conducted to test for the factorial validity of the employed measures with AMOS. The hypothesized relationships were tested in regression analysis with Statistical Package for the Social Sciences. Findings The results of this study supported the integration of the social exchange theory with the group value model in explaining the direct and indirect positive effects of employees’ perception of psychological contract fulfillment on their promotive and prohibitive voices through the mediation of organizational identification (OID). Furthermore, it was also recorded that the indirect effect was conditional on the employees’ perception of the relative psychological contract fulfillment which significantly moderated the direct relationship between psychological contract fulfillment and OID. However, no such effect was recorded for the moderating effect of power distance orientation between OID and the both voices. Originality/value In addressing the recently published research calls, this study broadens the horizon of existing research on psychological contract and employee positive voice by investigating the mediating and the moderating factors that influence this relationship.

Résumé Confrontées à des départs massifs en retraite, les organisations risquent de perdre une partie de leurs compétences distinctives et de subir la dilution de leur culture. Pour y remédier, ces dimensions doivent être transmises par les seniors et acquises par les salariés nouvellement embauchés. Ce processus double est appelé socialisation organisationnelle. Pour le gérer, les responsables d’entreprise mettent en place des programmes d’intégration mais restent désarmés pour en évaluer l’efficacité. Ainsi, cette recherche propose d’étudier les dimensions de la socialisation organisationnelle, les « domaines de socialisation », et d’en élaborer un modèle. Première étape d’une démarche plus globale, cette étude est réalisée dans les services, secteur d’activité dominant dans les pays occidentaux. Une étude qualitative réalisée auprès de 32 employés travaillant au contact des clients dans la restauration rapide et l’hôtellerie fait apparaître quatre principaux domaines de socialisation : la définition de son rôle face au client, la compréhension des tâches et des processus de travail, l’intégration au sein du groupe de travail et la connaissance de l’organisation. Le modèle proposé peut servir de référence pour la réalisation d’un diagnostic de la qualité des actions d’accompagnement des nouvelles recrues travaillant au contact de la clientèle. Basées sur l’imprégnation du terrain, des implications managériales pour la gestion des nouvelles recrues dans les services sont proposées.

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