Objective This study examines the impact of organisational change and psychosocial work environment on non-disability early retirement in senior public service employees.
Methods In January and February 2011 Danish senior public service employees aged 60–64 (N = 3,254) from the Capital Region of Denmark responded to a survey assessing psychosocial work environment (i.e., social capital, organisational justice, and quality of management) with a response rate of 81%. Work unit organisational changes (i.e., change of management, mergers, demergers, and relocation) were recorded from January 2009 to March 2011. Weekly data on non-disability early retirement transfer were obtained from the DREAM register database. Hazard ratios (HR) for risk of early retirement since the employees’ 60th birthday were estimated with Cox regression adjusted for age, gender, and socioeconomic status.
Results Exposure to change of management (HR 1.37, 95% CI: 1.13–1.66), mergers (HR 1.23, 95% CI: 1.02–1.48), and relocation of work unit (HR 1.24, 95% CI: 1.01–1.54) increased risk of non-disability early retirement, while demerging of work unit did not (HR 1.03, 95% CI: 0.79–1.33). Work units with higher levels of social capital (HR 0.77, 95% CI: 0.71–0.95), organisational justice, (HR 0.85, 95% CI: 0.76–0.96), and quality of management (HR 0.88, 95% CI: 0.80–0.98) decreased risk of early retirement.
Conclusion Organisational change in work units contributes to non-disability early retirement in senior public service employees. Higher evaluations of psychosocial work environment hold senior public service employees from non-disability early retirement.
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