Motivation to continue working is receiving more and more scientific attention. The reasons for this include the increase in life expectancy and health of workers which allows them to continue working after retirement age. It is important that organizations motivate employees to continue working because demographic changes result in a decline in the workforce in Western countries (OECD, 2005). Another related issue may be people retiring before the official retirement age as the workforce will shrink further. The shrinking workforce makes it harder for organizations to fill positions and for society to pay social security. Building on this trend, this study focuses on what organizations can do to keep employees in their organization longer and how this mechanism works. Recent work by Templer, Armstrong-Stassen, and Cattaneo (2010) has provided a framework that examines the antecedents of continuing to work after retirement. They found three main factors that influence the decision to continue working. The first and most important factor is the financial motive; the evidence for this is well documented (Humphrey et al., 2003; Parkinson, 2002). The second factor mentioned by Templer et al. (2010) is job fulfillment. Both Humphrey et al (2003) and Parkinson's (2002) studies indicated that the second most important reason for continuing to work after retirement is job fulfillment. A third factor was also mentioned by Templer et al. (2010), Generativity. Generativity concerns older workers' transfer of their knowledge and skills to their (younger) colleagues. Research shows that knowledge transfer can be important for older workers (Mor-Barak, 1995). Therefore generativity may also be an important reason to continue working after...... half of the job ......people with low job satisfaction may want to retire (desire) but since it is not feasible they do not have the possibility of retiring (desire) intention to retire. A more recent meta-analysis provides a more definitive answer. They looked at 341 samples totaling 188,222 participants and found that job satisfaction was negatively related to the decision to retire. This means that when people experience greater job satisfaction, they will retire later. This is in line with the theoretical framework provided. Therefore, based on the more positive formulation of work motivation compared to retirement intentions (i.e. the motivation to continue working), the predictions of signaling theory and social exchange theory and the empirical model prove. The second hypothesis is: H2. The positive relationship between HR engagement practices and motivation to continue working is mediated by job satisfaction.