Looks at adult identity development issues that arise during periods of organizational flux. Begins with theoretical perspectives on adult identity development as a continuous life‐long process. Continues with a discussion on the compatibility of individuals and their jobs and the issues of accommodation that arise between the two; introducing studies on the relationships among employees, managers and employers. Aims to explore the need to increase management sensitivity to experiences of employees during the change process, and to consider possibilities for future exploration in the areas of significance. Concludes that leadership and members should both pay attention to the problems that arise for employees to benefit.
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