Organizational justice, selection, optimization with compensation, and nurses' work ability.

OBJECTIVE: To explore associations between age, organizational justice, selection, optimization with compensation (SOC), and work ability. METHODS: Data for this study were collected in 2011 among 605 employees (mean age = 43.7, SD = 10.7, 86% women) working at a university hospital in Finland. RESULTS: Age and work ability were negatively associated. Those who experienced high organizational justice and used SOC behaviors at work reported better work ability. The SOC behaviors mediated the relationship between justice and work ability. This meant that high experiences of organizational justice facilitated the use of SOC and thus helped employees maintain their work ability. CONCLUSIONS: Organizational justice can help promote work ability in two ways--directly by supporting employees' mental resources and indirectly by facilitating the use of individual resource allocation strategies in the form of SOC behaviors.

Employee well-being, early-retirement intentions, and company performance.

OBJECTIVE: To explore the relationship between employee well-being and early-retirement intentions, and the extent to which early-retirement intentions are associated with company performance. METHODS: This study is based on cross-sectional survey data on the ageing employees of the Finnish metal industry and retail trade, collected in 2007 (company-level n = 129, employee-level n = 1281). It was analyzed using multinomial logistic and multiple regression analysis. RESULTS: Poor work ability, frequent emotional exhaustion, low organizational commitment, and job control were associated with the prevalence of early-retirement intentions among aging employees in both industries. Metal industry employees' early-retirement intentions were associated with weaker company performance measured by the perceptions of the manager. CONCLUSION: By enhancing well-being, employees may stay at work for longer rather than retiring early. Early-retirement intentions can be counterproductive for companies.

Organizational practices, work demands and the well-being of employees: a follow-up study in the metal industry and retail trade.

BACKGROUND: Rapid technological change and increased international competition have changed working life and work organizations. These changes may not be considered when researching employee work ability and well-being. AIM: This study investigates the impact of organizational practices, work demands and individual factors on work ability, organizational commitment and mental well-being of employees in the metal industry and retail trade. METHOD: A follow-up study was conducted to examine these connections among 1389 employees (mean age 42 years at baseline) in 91 organizations. The first survey was conducted in 1998 and was repeated in 2000. RESULTS: Changes in organizational practices and the demands of work were strongly associated with changes in employee well-being. Work ability, organizational commitment and the mental well-being of employees were increased most if the opportunities for development and influence and the promotion of employee well-being were increased and if the supervisory support and organization of work were improved. Well-being also improved with less uncertainty at work and with decreasing mental and physical work demands. In addition physical exercise and affluence also had favourable effects. CONCLUSIONS: The results confirm that several features of organizational practices are strongly associated with employees' well-being. Organizational development is an important method of improving employees' work ability, commitment and well-being.