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The outcomes of job change

Research output: Contribution to journalJournal article


<mark>Journal publication date</mark>06/1989
<mark>Journal</mark>Journal of Vocational Behavior
Number of pages15
<mark>Original language</mark>English


A longitudinal study of jobchange among 1100 British managers is described. Repeated measures of perceived work characteristics, self concepts, and work preferences reveal that particular types of jobchange—employer moves, status shifts (up and lateral), and function change—have characteristic outcomes. Interorganizational movers and upward status movers in particular appear to benefit from jobchange. Jobchange is associated with increases in perceived opportunities for growth and material rewards, whereas immobility is associated with decreased opportunities. The results are discussed in relation to stress coping and environmental mastery perspectives on jobchange, and their implications for organizational, career and human resources development policies are briefly considered.