Through two studies with diverse samples, we tested a conceptual model of the relationships between organizational and career factors and older workers' intention to remain with their organization. Perceived organizational support mediated the relationship between training and development practices, hierarchical, and job content plateauing and intention to remain. Career satisfaction mediated the relationship between perceived organizational support, job content plateauing, and intention to remain. We conclude that implementing training and development practices targeting older workers and tailored to their needs and providing interesting and challenging job assignments are important to perceptions of organizational support and career satisfaction and ultimately to the retention of older workers.

This study compared people aged 50 to 65 who had retired and returned to work (n = 90), who remained in their career jobs (n = 198), and who retired and remained out of the workforce (n = 321). The significant differences between post‐retirement and career employment were associated with the HR practices within organisations and were not related to the characteristics of the organisations in which post‐retirement and career jobs were found. The HR practices were rated as especially important in influencing the decision of retirees to return to work. The findings suggest that people in post‐retirement jobs are drawn to organisations that provide HR practices tailored to the needs and desires of older workers. The results also indicate that if employers expect to address labour shortages by encouraging retirees back into the workforce, they are going to have to implement those HR practices that are important to this group.

This study examined the determinants and consequences of survivors' coping responses to a recent workforce reduction involving permanent layoffs. The participants consisted of 200 unionized technicians in the telecommunications industry. Survivors with high optimistic predispositions and a strong sense of mastery were more likely to engage in control‐oriented coping. Perceived threat of job loss was positively related to the use of both control and escape coping whereas sense of powerlessness was negatively related to the use of control coping. Control coping was associated with positive outcomes and escape coping with negative outcomes. Coping had both additive and interactive effects on the outcome variables. The implications of these findings for management are discussed.

SummaryDrawing on the perceived organizational membership theoretical framework and the groupvalue justice model, we developed and tested a model predicting older workers' intention to remain with their organization. We hypothesized that human resource practices targeted to older workers would be related to perceived insider status through how older workers perceived their supervisor managed these practices (perceived procedural and interpersonal justice). We also hypothesized that perceived insider status would mediate the relationship between perceived contribution and intention to remain. We conducted two studies to test the hypothesized model. Study 1 participants (N ¼ 236) were a diverse group of older workers and Study 2 participants (N ¼ 420) were older registered nurses. Using structural equation modeling, we found support for the hypothesized model. All of the hypothesized relationships were significant in Study 2 and all except one were significant in Study 1. Older workers will want to remain a member of their organization when their organization engages in practices tailored to the needs of older workers, their supervisor implements these practices fairly, and their organization conveys that it values the contribution of its older workers thereby fostering a strong sense of belonging.

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This study examined the influence of gender and organizational level on how survivors appraise, cope with, and emotionally react to organizational downsizing involving across-the-board workforce reductions. Study participants included female clerical employees, male and female technicians, and male first-level supervisors employed at a facility of a major corporation in the telecommunications industry. When male and female technicians were compared, the only significant difference was for perceived injustice, with the female technicians perceiving greater procedural and distributive injustice. There were significant differences across organizational levels for procedural injustice, sense of powerlessness, positive thinking, direct action, and help-seeking coping. The findings indicate that intervention strategies designed to help survivors adjust to organizational downsizing should be tailored to meet the diverse needs of different groups of survivors.

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This study of Canadian community health nurses (N = 1,044) compared the work-related concerns, job satisfaction, and factors influencing the retention of public health, home care, and community care access center (CCAC) nurses. Community health nurses identified similar work-related issues as being of greatest concern to them, but there were significant differences among the 3 groups of nurses in the magnitude of these concerns. There were also significant differences among the 3 groups for satisfaction with their jobs and their immediate supervisors, with CCAC nurses being the least satisfied except for the greater dissatisfaction of home care nurses with their pay and benefits. For the retention factors, the differences were primarily in the areas of job features and supportive work relationships. There are both similarities and differences among public health, home care, and CCAC nurses. Initiatives to address community health nurses' concerns, improve their job satisfaction, and increase their retention will require interventions tailored to the specific community health care setting.