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The outcomes of job change

Research output: Contribution to Journal/MagazineJournal articlepeer-review

<mark>Journal publication date</mark>06/1989
<mark>Journal</mark>Journal of Vocational Behavior
Issue number3
Number of pages15
Pages (from-to)335-349
Publication StatusPublished
<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.