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Career adaptability, turnover and loyalty during organizational downsizing

Klehe, Ute-Christine ; Zikic, Jelena ; Van Vianen, Annelies E. M. ; De Pater, Irene E.


Originalveröffentlichung: (2011) Journal of Vocational Behavior 79 (2011) 1, 217-229; doi:10.1016/j.jvb.2011.01.004
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URN: urn:nbn:de:hebis:26-opus-85235
URL: http://geb.uni-giessen.de/geb/volltexte/2012/8523/

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Freie Schlagwörter (Englisch): organisational restructuring , employees , career exploration , career plannung , employees´ loyalty
Universität Justus-Liebig-Universität Gießen
Institut: Arbeits- und Organisationspsychologie
Fachgebiet: Psychologie
DDC-Sachgruppe: Psychologie
Dokumentart: Aufsatz
Sprache: Englisch
Erstellungsjahr: 2011
Publikationsdatum: 03.01.2012
Kurzfassung auf Englisch: During organizational restructuring and downsizing, employees often worry about being redundant, actually are redundant, and/or feel unsatisfied with their jobs. Employees, in turn, often react with poor loyalty to and high voluntary exit from the organization. The current study addresses this process from a careers´ perspective, showing that career adaptability in the form of employees´ career exploration and planning can account for at least some of these relationships. Redundancy fostered employees´ career adaptive behaviors while job insecurity inhibited their career planning. Career planning, in turn, positively predicted employees´ loyalty to the organization five months later while career exploration negatively predicted employees´ loyalty, and positively predicted employees´ exit reactions in the form of turnover intentions, job-search behaviors, and actual turnover. Implications and directions for future research are discussed.
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