The (not so) new career paradigm

The “new career paradigm” is a popular concept in organisational literature and posits that today’s career has significantly changed in comparison to the last century, with careers being more diverse and people engaging in more downward and lateral job changes and changes of occupation. Canadian researchers now tested these assertions by comparing career mobility patterns across four generations of workers. They observed significant differences in job mobility and organisational mobility across generations, with younger generations being more mobile. However, despite the increased mobility of younger employees, the diversity of career patterns has not undergone a significant shift.

Lyons, S.T., Schweitzer, L., Ng, E.S.W. (2015) "How have careers changed? An investigation of changing career patterns across four generations", Journal of Managerial Psychology, Vol. 30(1), 8–21.

The downside of helping colleagues at work

Helping out work colleagues is usually associated with positive outcomes such as higher satisfaction and commitment at work and a better team climate. A recent study uncovered a less beneficial side of helping. Researchers from the USA found that responding to numerous help requests during the day is increasingly depleting for employees and manifests itself as reduced willpower and ability to focus, manage emotions or persist at difficult tasks. Responding to many help requests was particularly problematic for people who value helping others and who help on a regular basis. 

Koopman, J., Lanaj, K., & Scott, B. A. (2016). Integrating the bright and dark sides of OCB: A daily investigation of the benefits and costs of helping others. Academy of Management Journal, 59(2), 414-435.

Getting into the new job: Honeymoon, hangover, or learning to love?

Expectations when entering a new job may be exceeded, met, or even disappointed. Accordingly, the development of attachment to a new job can see different trajectories across the first months in a new position. Researchers from the Netherlands and Belgium investigated the trajectories of organizational commitment of PhD graduates who had recently started their career. 
The largest group of participants experienced high commitment from the beginning. However, others experienced a honeymoon-hangover pattern, with increasing commitment in the first two months, and then a gradual, slow decrease. One group showed a "learning to love" pattern, with low initial levels in commitment that gradually increased over time.
 

Solinger, O. N., Olffen, W. v., Roe, R. A., & Hofmans, J. (2013). On Becoming (Un)Committed: A Taxonomy and Test of Newcomer Onboarding Scenarios. Organization Science, 24(6), 1640-1661.