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This paper reports on a study of the employment implications of different downsizing approaches using 19 case studies of Belgian organizations recently confronted with downsizing. Based on the results of this empirical study, a two‐dimensional categorization model is developed. The first continuum of the model represents the timeframe (reactive to proactive) of downsizing strategies, while the second continuum represents the focus of reorientation practices towards the internal or external labour market. Based on this categorization scheme, the employment implications were explored. Further theoretical, managerial and governmental implications are also suggested.

PurposeThe purpose of this paper is to explore professional employees' career move preferences and the impact of both individual and organizational career management. Departing from theoretical work on the "new career", different types of career moves employees can make on the internal labor market are discussed and related to the literature on both organizational and individual career management.Design/methodology/approachTo test the hypotheses, a cross‐sectional survey of 472 professional employees from one company is presented.FindingsThe preferences for both vertical career moves and moves relating to job enrichment and temporary moves are significantly affected by individual career management, but not by organizational career management practices. The preference for making lateral moves could not be explained by our antecedent variables.Research limitations/implicationsFuture research should involve a larger sample of organizations in order to collect empirical data about the extent to which OCM practices impact career preferences. Our results provide evidence for the relationship between individual career management and career move preferences and thereby adds to the literature on the "new career".Practical implicationsThis study has a number of practical implications that relate to the ways in which organizations can stimulate different career moves among their employees through the enhancement of personal career initiatives.Originality/valueThe value of this paper is the contribution it makes to the career literature by relating to different streams of research, about career mobility on the one hand and individual and organizational career management on the other.

PurposeThe purpose of this study is two‐fold. The first is to relate the negative image of older workers to stereotype threat and to propose that effective retention management should start by replacing this negative image. The second is to assess the needs, perceptions and preferences of older workers regarding their career‐ending.Design/methodology/approachA total of 266 employer questionnaires and 1,290 older worker questionnaires identified the employers' perceptions of older workers and the career‐ending needs and preferences of older workers.FindingsThe results provide indirect support for the hypothesis that the negative image of older workers forms a self‐fulfilling prophecy due to the mechanisms of stereotype threat. Furthermore, the results indicate that job involvement plays a crucial role in the preference for retirement or to keep on working.Research limitations/implicationsStereotype threat promises to be very important when it comes to career‐ending measures for older workers. However, the empirical design of the study limits the possibility of drawing direct inferences about the effects of stereotype threat on older workers.Practical implicationsMeasures and policies aimed at prolonging the participation of older workers at the labor market should be tailored to the specific needs, perceptions and preferences of older workers.Originality/valueThe concept of stereotype threat has never been connected with the perceptions of older workers. Further, the assessment of the needs, perceptions and preferences related to the career‐ending of older workers has never before been examined in a European study.