No abstract

Previous work in the social identity tradition suggests that adjustment to significant life changes, both positive (e.g., becoming a new parent) and negative (e.g., experiencing a stroke), can be supported by access to social group networks. This is the basis for the social identity model of identity change (SIMIC), which argues that, in the context of life transitions, well-being and adjustment are enhanced to the extent that people are able to maintain preexisting social group memberships that are important to them or else acquire new ones. Building on empirical work that has examined these issues in the context of a variety of life transitions, we outline the relevance of SIMIC for one particular life transition: retiring from work. We identify four key lessons that speak to the importance of managing social group resources effectively during the transition to retirement

The present research expands upon previous theory and empirical work concerning the leadership-health link by examining the lagged effects of leader identity entrepreneurship (i.e., leaders' creation of a sense of "we" and "us" among team members) on team members' burnout, work engagement and turnover intentions. We report results from a 2-wave field study with employees from a large solar panel producing organization in China conducted over a 10-month period. Findings indicate that perceived leader identity entrepreneurship predicted greater subsequent work engagement among team members, as well as lower subsequent burnout and turnover intentions. Moreover, effects on reduced turnover intentions were mediated by reduced burnout and increased work engagement. These findings are the first to examine how leader identity entrepreneurship impacts subsequent employee health and turnover intentions and suggest that leaders help to promote health and well-being in the workplace by creating and developing a sense of shared identity among those they lead. (PsycINFO Database Record

Research on successful aging at work has neglected contextual resources such as organizational climate, which refers to employees’ shared perceptions of their work environment. We introduce the construct of organizational climate for successful aging (OCSA) and examine it as a buffer of the negative relationship between employee age and focus on opportunities (i.e., beliefs about future goals and possibilities at work). Moreover, we expected that focus on opportunities, in turn, positively predicts job satisfaction, organizational commitment, and motivation to continue working after official retirement age. Data came from 649 employees working in 120 companies (Mage = 44 years, SD = 13). We controlled for organizational tenure, psychological climate for successful aging (i.e., individuals’ perceptions), and psychological and organizational age discrimination climate. Results of multilevel analyses supported our hypotheses. Overall, our findings suggest that OCSA is an important contextual resource for successful aging at work.

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