A longitudinal study of job change among 1100 British managers is described. Repeated measures of perceived work characteristics, self concepts, and work preferences reveal that particular types of job change—employer moves, status shifts (up and lateral), and function change—have characteristic outcomes. Interorganizational movers and upward status movers in particular appear to benefit from job change. Job change is associated with increases in perceived opportunities for growth and material rewards, whereas immobility is associated with decreased opportunities. The results are discussed in relation to stress coping and environmental mastery perspectives on job change, and their implications for organizational, career and human resources development policies are briefly considered.