This article explores three interconnected decisions related to early retirement- the decision whether to leave a long-term job prior to age 65. the decision whether to accept bridge employment, and the decision whether to obtain bridge employment in the same industry or occupation as the last job- and the relationships among these three decisions and adjustment to retirement. In addition, this article examines the key variables that influence these three decisions, integrating previous research on individual-level, family-level, job- and career-related, organization-level, and environmental-level factors. The article concludes with an examination of methodological issues in the study of early retirement decisions and provides directions for future theory development.

2 Of the many frustrations of any editor, surely, avoidable delay is the greatest. And this frustration is almost infinitely compounded when in the interim an unexpected death occurs. Professor Ferguson sent this manuscript as a draft; certain questions which he raised in the accompanying letter would normally have been resolved in the exchange of two or three letters or 'phone calls. I placed one call to learn he was ill; rather than press the query, I delayed. When next I 'phoned, I was shocked to learn of his completely unexpected and therefore all the more untimely death. Because the draft he sent contains so much of his own style and vigor, I have elected to print it in this incomplete form. The points he raised in his letter remain unclarified. In the face of this series of events, I have asked Professor Nell to undertake the task initially given to Ferguson. The two rarely saw things in the same way. Thus, the choice of Nell was not intended to finish Ferguson's incomplete assessment. I mention the foregoing simply to explain the unique treatment in these review essays. Of Charles Ferguson's death so little can be said-he was an ebullient souil, and a man of significant originality. -M. P.

Kirk O'Hara, C. Merle Johnson, Terry A. Beehr, Organizational Behavior Management in the Private Sector: A Review of Empirical Research and Recommendations for Further Investigation, The Academy of Management Review, Vol. 10, No. 4 (Oct., 1985), pp. 848-864

Previous research literature is reviewed in light of certain weaknesses and inadequacies of drive theory explanation, indicating a need for a more cognitive approach. A more cognitive model, constructed in an expectancy theory framework, is presented as a plausible alternative explanation for possible effects of social facilitation on employees. Recommendations are made regarding directions of future research for testing the model.