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Article type: Research Article
Authors: Lahlouh, Khaleda; b; * | Oumessaoud, Aïchab | Sreedharan, V. Rajaa
Affiliations: [a] Rabat Business School, International University of Rabat, Rabat, Morocco | [b] Aix-Marseille Graduate School of Management, Aix-Marseille Université, Marseille, France
Correspondence: [*] Corresponding author: Khaled Lahlouh, Assistant Professor, Rabat Business School, Université International de Rabat, Technopolis Rabat-Shore Rocade Rabat-Salé, Rabat 11103, Morocco. E-mail: [email protected].
Abstract: BACKGROUND:During the last decades, much research has been accomplished on the antecedents of bridge employment. Nevertheless, there is limited investigation into the influence of person-environment fit levels on retirement intentions. OBJECTIVE:This study’s purpose was to examine the interactive effect of person-environment fit levels on the intention to pursue bridge employment. More specifically, the authors investigated the mediator and moderator roles of person-organization fit on the relationship between person-vocation fit and the intention to pursue bridge employment within the same organization. METHODS:Data from 246 older executives working in the French banking sector were used to test the hypotheses. RESULTS:The results indicated the existence of a positive and significant relationship between person-vocation fit and the intention to pursue bridge employment within the same organization. Further, the findings confirmed the mediating and moderating roles of person-organization fit on this relationship. CONCLUSIONS:The results of this study have theoretically and empirically extended person-environment fit theory, continuity, and role theories to shed light on the underlying mechanisms through which person-vocation fit impact bridge employment intention. The findings of this study can be used by career counsellors and managers to design more effective actions to retain older workers.
Keywords: Person-vocation fit, person-organization fit, bridge employment, retirement, machine learning
DOI: 10.3233/HSM-211534
Journal: Human Systems Management, vol. 41, no. 5, pp. 553-565, 2022
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