West, Michael and Nicholson, Nigel (1989) The outcomes of job change. Journal of Vocational Behavior, 34 (3). pp. 335-349.Full text not available from this repository.
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.
|Journal or Publication Title:||Journal of Vocational Behavior|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor|
|Departments:||Lancaster University Management School > Lancaster University Management School - Other > Centre for Performance-Led HR|
|Deposited On:||05 Oct 2012 10:05|
|Last Modified:||10 Apr 2014 00:00|
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