This study tested a mediated model explaining two mechanisms through which perceived availability of developmental Human Resource (HR) practices are related to employee's motivation to continue working beyond early retirement. On the one hand, development HR relates to more perceptions of a positive development climate, and on the other hand, development HR fulfills the individual needs of workers to build a positive psychological contract with their organization. It was expected that development HR would be positively related to older employees' motivation to continue working. We further expected that these relationships would be mediated through perceptions of development climate, psychological contract fulfillment, organizational commitment, and work engagement. Hypotheses were tested using two samples (N = 313 and N = 352) of employees working in health care organizations in the Netherlands, and largely supported the hypotheses, finding significant indirect effects of development HR to motivation to continue working. The results of this study demonstrate not only that development HR may be important for older workers to be motivated to continue working, but also show how these relationships manifest.

This intra-individual study examined relationships over time of job demands and resources with employee perceptions of psychological contract breach and violation, or the emotional impact of breach. Based on Conservation of Resources (COR) Theory, we expected job demands to increase the susceptibility of experiencing contract breach and violation over time, and we expected this relationship to be moderated by available job resources. In particular, autonomy and social support were expected to buffer relationships of job demands with breach, while development was expected to intensify relationships between job demands and breach. For violation, we expected job resources to intensify the relationships between job demands and breach, in line with the betrayal hypothesis. Analyses on weekly diary data showed that weekly job demands were related to higher contract breach perceptions in the following week when autonomy and social support were low and when development was high. Moreover, weekly job demands were related to higher violation in the next week, especially when social support was high. The study shows that job demands may be related to higher odds of experiencing a breach and higher violation, and job resources may play opposite roles in moderating the relationships of job demands with breach and violation.

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After-retirement work profiles: how do employees want to continue working after retirement? After-retirement work profiles: how do employees want to continue working after retirement? This paper investigates employees’ preferences for working after their retirement age and the (personal and organizational) factors that are related to those preferences. The study was conducted among 474 employees of three elderly care organizations. The results demonstrated that there are four after retirement work-profiles, namely: a work-profile in which the employee prefers to (1) work less; (2) keep the existing work-profile more or less the same, (3) modify the content of their work, (4) change the work context. Further analyses demonstrated that with increasing age, preferences to change the content of the work or the context of the work decrease. Contrarily, employees with a higher education have the preference for a work-profile with modified work content and have higher preference to work in another work context after their retirement. Further, the results displayed that employees who experience an accommodative organizational climate want to modify their job tasks and prefer to work somewhere else. Contrastingly, employees that experience a development organizational climate and psychological contract fulfillment want to modify their work involvement as little as possible.

In today's competitive environment, enterprises should use their resources correctly; they should continuously improve themselves and work efficiently. It is important to evaluate the performances of the units under the same conditions in enterprises according to each other, to see the current situations and to determine appropriate improvements in necessary points. One of the commonly used approaches to performance evaluation is Data Envelopment Analysis. Many approaches have been developed for the Data Envelopment Analysis model, and Goal programming using in multi-objective decision making solutions approaches is one of them. Goal Programming gives decision-makers the opportunity to evaluate many objectives together in the decision-making process. In this study, classical Data Envelopment Analysis and weighted goal programming approach for multi-criteria data envelopment analysis model was applied in the evaluation process of the projects worked in an automotive supplier industry. A knowledge system has also been proposed in order to evaluate the effectiveness of the projects periodically and to include new projects or conditions into the evaluation.