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Retirement adjustment is the process by which aged workers become accustomed to the changed facts of life in the transition from work to retirement and develop psychological well-being in their post-working life. The purpose of this paper is to explore the psychosocial factors that significantly explain retirement intentions and retirement adjustment, using two separate empirical studies.

Retirement self-efficacy, low work involvement, older worker identity and relative deprivation significantly explained retirement intentions (bridge employment engagement, part-time retirement, late retirement and full retirement) of workers over 60 years (Study 1, n=157). Retirement adjustment indices (retirement satisfaction, feelings of anxiety and depression) were associated with psychosocial factors for retirees (Study 2, n=218).

The findings highlight that retirement self-efficacy and older worker identity positively and significantly explained both full retirement of aged workers and retirement satisfaction of retirees. Relative deprivation negatively significantly explained partial and late retirement intentions and retirement satisfaction of retirees.

The implications of these studies are discussed for understanding retirement planning and counselling practice.

Retirement adjustment conceptualized as a process has important implications for retirement planning, and consequently can influence the project of the life course, as well as career’s decisions.

Social contexts should consider all factors that can negatively affect self-efficacy, work involvement and identity of employees in the mid and late-career stages, and thus contribute to reinforce and strengthen personal and psychosocial resources involved in planning and adaptation to retirement, and to increase the insight into the planning and decisions older workers make to face retirement.

This work had two goals, pursued by two empirical studies with two samples: workers over 60 years, and retirees. The authors contend that the availability of two different sets of data increases the generalizability of the findings.

In the last decade, researchers have suggested relationships between negative mentoring (NM) and undesirable work interactions, termed co-worker undermining. Existing evidence has shown that both NM and group identity positively influence this set of negative co-worker behaviors. The purpose of this paper is to expand the domain by including two additional influences, such as newcomer’s learning (T1) as a mediator between NM (T1) and co-worker undermining (T2), and (low and high) group identity moderation (T1).

The authors collected time-separated data, with a final sample of 303 employees of various Spanish organizations.

As hypothesized, the results indicate that newcomer’s learning mediates the relationships between NM and co-worker undermining. The conditional effect of newcomer’s learning was strong and significant at lower levels of group identity, and it was weaker and non-significant when group identity was higher. Thus, the mediated moderation analyses performed support the study’s main hypothesis.

Because of the self-reported approach, the results can be affected by common method variance. But the design with time-separated data enables stronger confidence in the inferences drawn from the study than permitted by a cross-sectional study design.

The paper includes implications for employee’s careers and for counseling practitioners.

This paper is relevant because it shows that group identification can protect newcomers from the consequences of negative events during the organizational entry phase. Additionally, practitioners could design more efficient intervention programs by taking novice employees’ affective experiences into account. Organizational and societal leaders may be well-served by knowledge about preventing both NM and co-worker undermining in order to protect newcomers from the destructive consequences linked to such relationships.

This paper focusses on a dysfunctional personnel situation, as co-worker undermining, in order to clarify their links with organizational and group processes. The existing research has tended to address NM, organizational socialization, co-worker undermining and group identification as separate phenomena. In contrast, this study is intended as a first step toward integrating the results of these processes, which interact in a series of complex relations.