In this article, we review and provide a framework for understanding recent research on work adjustment. Work adjustment is defined as a process rather than an outcome, and it occurs through self-and social construction. We describe two paths to work adjustment that have been identified in the organisational literature, and we provide a third path – liminality – which has not yet received much attention in the literature. The work adjustment process has significant implications for employee well-being, as well as motivation and performance.