Klehe, Ute-ChristineUte-ChristineKleheZikic, JelenaJelenaZikicVan Vianen, Annelies E. M.Annelies E. M.Van VianenDe Pater, Irene E.Irene E.De Pater2023-06-122012-01-032023-06-122011http://nbn-resolving.de/urn:nbn:de:hebis:26-opus-85235https://jlupub.ub.uni-giessen.de/handle/jlupub/17126http://dx.doi.org/10.22029/jlupub-16504During 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.enNamensnennung 3.0 Internationalorganisational restructuringemployeescareer explorationcareer plannungddc:150