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One consequence of demographic change is a longer average remaining lifetime after retirement. Many people, however, remain able and willing to continue work after reaching the statutory retirement age. Given the predicted shortage of skilled workers in the future, post-retirement activities have the potential to contribute to both organisations and society. This article elaborates the prerequisites for productivity in retirement age and the changed nature of retirement at present.It also quantifies the extent to which activities are continued at retirement age. Paid employment still occurs beyond the applicable retirement age, whereby with increasing age, self-employed persons and assistant family members make up the lion's share of the statistics. An empirical study shows the concrete situation of active retirees and the prerequisites for post-retirement activities. At the explorative level, individual experiences of the transition into retirement, the reasons for and the framework of post-retirement activities, motivational factors in job design, and physical and intellectual demands before and after retirement are characterised. The qualitative data indicate that retirement entails changes towards more flexible structures in everyday life. Decisive reasons for taking up post-retirement activities are the desire to help, pass on knowledge or remain active; personal development and contact with others; and gaining appreciation and recognition. Flexible job design and freedom to make decisions constitute major elements in shaping post-retirement working activities. Offering autonomy, skill variety, and task significance is important for the design of post-retirement activities. The paper closes with identifying relevant research fields and the concrete need to take action at individual, organisational, and societal levels. All in all, the transition from working life to retirement should be made flexible enough to do greater justice to the realities of life.

Eine Konsequenz des demografischen Wandels ist eine durchschnittlich längere verbleibende Lebenszeit nach dem Eintritt in den Ruhestand. Viele Menschen bleiben auch jenseits des gesetzlichen Rentenalters leistungsfähig und -willig. Vor dem Hintergrund des prognostizierten Fachkräftemangels kann das Potenzial einer Beschäftigung im Ruhestandsalter einen Beitrag für Organisationen und Gesellschaft leisten. Dieser Artikel erläutert Bedingungen einer Produktivität im Rentenalter und die gegenwärtige Situation einer veränderten Bedeutung des Ruhestands. Das Ausmaß der Weiterbeschäftigung im Ruhestandsalter wird quantifiziert. Es besteht auch jenseits des geltenden Renteneintrittsalters noch Erwerbsarbeit, wobei Selbstständige und mithelfende Familienangehörige mit zunehmendem Alter in der Statistik überwiegen. Eine empirische Studie zeigt die konkrete Situation von aktiven Ruheständlern und Voraussetzungen einer Beschäftigung im Ruhestand. Explorativ werden das individuelle Erleben des Übergangs in den Ruhestand, Gründe und Rahmenbedingungen einer Beschäftigung im Ruhestand, Motivationsfaktoren in der Arbeitsgestaltung sowie körperliche und geistige Anforderungen in einem Vergleich vor und nach dem Eintritt in den Ruhestand charakterisiert. Die qualitativen Daten weisen darauf hin, dass sich mit dem Eintritt in den Ruhestand der Alltag hin zu flexibleren Strukturen verändert. Entscheidende Beweggründe bei der Aufnahme einer Tätigkeit im Ruhestand sind Helfen, Wissen weitergeben oder aktiv bleiben wollen, eigene Weiterentwicklung und der Kontakt zu Anderen sowie Wertschätzung und Anerkennung. Flexible Arbeitszeitgestaltung und Entscheidungsfreiheit stellen wesentliche Elemente bei der Gestaltung von nachberuflichen Tätigkeiten dar. Für eine motivationsfördernde Gestaltung einer Beschäftigung im Ruhestand sind das Anbieten von Autonomie, Vielfalt und Bedeutsamkeit wichtig. Der Beitrag schließt mit relevanten Forschungsfeldern und konkretem Handlungsbedarf auf individueller, organisationaler und gesellschaftlicher Ebene. Insgesamt sollte der Übergang vom Erwerbsleben in die Rente so flexibilisiert werden, dass er den Lebensrealitäten gerechter wird.

PurposeThe purpose of this paper is to investigate whether perceptions of distributive, procedural and interactional justice can explain the frequently reported low organizational commitment of managers in corporate mergers. Specifically, it aims to examine whether each of the justice dimensions is significantly and uniquely related to affective commitment, which of the justice dimensions has the strongest relationship with the criterion, and whether instrumental evaluations or trust might function as a mediator.Design/methodology/approachA total of 128 managers from 37 companies completed a questionnaire. They had been involved in domestic or European mergers or acquisitions, which varied in the application of fairness rules.FindingsAlthough each fairness dimension correlated positively with affective commitment, only interactional justice showed a unique relationship with it. Results indicate that both instrumental evaluations and trust can function as a mediator.Research limitations/implicationsBecause of the cross‐sectional design, conclusions about the causal order of the variables cannot be drawn.Practical implicationsThe authors recommend that top managers should pay extra attention to timely, candid and specific internal communication with thorough and reasonable explanation of decisions, as well as the respectful treatment of managers. Moreover, the results indicate that managers reacted positively to fairness because it conveys positive relational signals, and because one can gain personal advantages through fair outcomes and processes.Originality/valueThe organizational justice approach has not yet been applied, to the authors' knowledge, in quantitative field studies of mergers. Furthermore, this paper offers a contribution to the literature on fairness heuristic theory.

The theoretical literature on organizational culture strongly emphasizes the multifacetedness of the construct. Nevertheless, empirical research has tended to focus on independent culture dimensions rather than applying a holistic perspective that conceives organizational culture as a complex collective. We addressed this issue by investigating configurations of organizational culture using fuzzy set qualitative comparative analysis (fsQCA) within organizational units of two organizations. Across the two samples (1170 employees in 89 work units of a financial service provider and 998 employees in 49 work units of a fashion retailer), results indicated that culture dimensions do not operate in isolation, but jointly work together in achieving different effectiveness outcomes. The results further suggested that several cultural configurations can be equally effective in reaching the same outcome, and that a clan culture is most relevant for achieving low employee turnover, while a market-oriented culture is most relevant for achieving financial effectiveness. With respect to more specific configurations of cultural elements, the results showed some congruencies, but were mixed overall. The discussion focuses on theoretical implications and future directions for applying configurational, set-theoretic approaches to analyzing organizational culture.

Teams with strong faultlines often do not achieve their full potential because their functioning is impaired. We argue that strong diversity beliefs held by team leaders mitigate the negative impact of socio-demographic and experience-based faultlines on team functioning. In a heterogeneous multisource field sample of 217 employees nested in 44 teams and their leaders, we tested our assumptions. Results of a path-analytic model showed that socio-demographic faultlines were negatively related to perceived cohesion and positively related to perceived loafing. The impact of socio-demographic faultlines on team functioning was less detrimental when leaders held strong diversity beliefs. Against our expectations, we found no support for an impact of experience-based faultlines on perceived cohesion or a moderating role of leaders' diversity beliefs in this context. Potential explanations for these results and implications for organizations and team leaders are discussed.

This study empirically examines the construct of emotional Intelligence (EI) cross-culturally. Participants ( N = 200) from Germany ( N = 100) and India ( N = 100) completed the Emotional Intelligence Scale, NEO-Five Factor Personality Inventory (Form-S) and Hofstede's Value Survey (Module 94). The major objectives of the study were to examine cross-culturally (a) the factor structure of EI, and (b) the construct of EI as distinct from personality. Results revealed different factor structures for these two cultures, and the construct of EI failed to correlate with the dimensions of personality. Implications of the findings for leadership in a specific culture as well as across different cultures are discussed.