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PurposeThis study illuminates the assumption that internships facilitate labor market entry and answers the question of why internships have a positive effect on students' self-perceived employability. It is assumed that internships enable more positive employability perceptions by reducing career-entry worries – the worries of not finding a suitable job or not being able to obtain a satisfactory career.Design/methodology/approachA two-wave study among graduate students currently in an internship investigated these relationships. Data on career-entry worries, perceived employability and an evaluation of the internship were collected from 80 students (mean age: 24.6 years, 68% female) from various fields of study aiming at both bachelor's and master's degrees.FindingsThe results showed that positively evaluated internships contributed to graduates' self-perceived employability by means of reduced career-entry worries over an eight-week period.Originality/valueBy considering graduates' career-entry worries – the perceived uncertainty about finding an “appropriate” career in the future – the authors introduce a new concept to the career literature and show that these worries are significant in terms of self-assessed employability.

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

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Proactivity has positive effects for the adaptation to the workplace. This study introduces an intervention that aims to enhance one important resource of newcomer adaptation, proactive coping, by a resource accumulation and controllability intervention for organizational newcomers. The effectiveness of the intervention (a structured booklet) was assessed in a sample of organizational newcomers (N ¼ 172) within a longitudinal evaluation design (one-pretest double-posttest design with a treatment and a control group). The intervention improved proactive coping and enhanced an important proximal adaptation outcome, role clarity (mediated by proactive coping). However, the intervention also increased intention to quit especially among those newcomers who had previous job experience (i.e., job changers). Overall, the study demonstrates that increasing proactive coping improves the adaptation of organizational newcomers with respect to role clarity and therefore provides a promising starting point for additional intervention programs but also demonstrates limits of such an intervention.