an article by Katharina Chudzikowski (Interdisciplinary Group for Management and Organizational Behavior, Vienna, Austria) published in Journal of Vocational Behavior Volume 81 Issue 2 (October 2012)
Abstract
The ‘new’ career, most notably the boundaryless career, is associated with high career mobility, which is in turn associated with employability and career success of individuals.
The current study examined how frequency, form (organisational, horizontal or vertical) and impact (objective career success) of career transitions have changed across two cohorts of Austrian business graduates (1970 and 1990) throughout the first 15 years of their careers (n = 291).
Data for the study were collected by way of standardised questionnaires; participants’ career transitions (n = 807) were plotted based on curriculum-vitae type lists of their successive jobs. This research examined two assumptions: (1) that careers have become more turbulent and complex and (2) that this is generally a positive evolution for individuals.
Results indicate that overly dramatic claims about the ‘death’ of the traditional-organisational career need to be reconsidered.
Highlights
► This study examined frequency, form and impact of career transitions in two cohorts.
► This research examined if careers have become more turbulent and complex.
► It examined if the ‘new’ career is generally a positive evolution for individuals.
► Career transitions in the ‘new’ career era showed less wage increase.
► Dramatic claims about the ‘death’ of the traditional career need to be reconsidered.
Showing posts with label new_careers. Show all posts
Showing posts with label new_careers. Show all posts
Thursday, 25 October 2012
Tuesday, 23 October 2012
Career and employer change in the age of the ‘boundaryless’ career
an article by Narelle Hess (People Services, Challenge Consulting Australia), Denise M. Jepsen (Macquarie University, Australia) and Nicky Dries (Katholieke Universiteit Leuven, Belgium) published in Journal of Vocational Behavior Volume 81 Issue 2 (October 2012)
Abstract
This study examined the direct effect of individual career concerns on career and employer change intention, as well as the buffering influence of organisational commitment on this relationship, based on the AMO model of behavioural change intention.
Survey data, collected from 341 employees across industry sectors in Australia, showed that ‘exploration’ concerns related positively to both employer and career change intentions; the impact of exploration concerns on career change intention was buffered by affective commitment, however, and reinforced by normative commitment.
‘Establishment’ concerns related negatively to career change intention, and this effect was also buffered by level of affective commitment. The results point towards the distinct nature of employer and career change, and prompt calls for further research on the interplay of the myriad of factors that influence boundary-crossing career behaviour.
Highlights
► We examined factors influencing boundary-crossing of career and employer change.
► Exploration concerns positively related to both employer and career change intention.
► Affective commitment buffered the impact of exploration concerns on career change intention.
► Normative commitment reinforced the impact of exploration concerns on career change intention.
► Different pattern of results for career change and organisation change.
Abstract
This study examined the direct effect of individual career concerns on career and employer change intention, as well as the buffering influence of organisational commitment on this relationship, based on the AMO model of behavioural change intention.
Survey data, collected from 341 employees across industry sectors in Australia, showed that ‘exploration’ concerns related positively to both employer and career change intentions; the impact of exploration concerns on career change intention was buffered by affective commitment, however, and reinforced by normative commitment.
‘Establishment’ concerns related negatively to career change intention, and this effect was also buffered by level of affective commitment. The results point towards the distinct nature of employer and career change, and prompt calls for further research on the interplay of the myriad of factors that influence boundary-crossing career behaviour.
Highlights
► We examined factors influencing boundary-crossing of career and employer change.
► Exploration concerns positively related to both employer and career change intention.
► Affective commitment buffered the impact of exploration concerns on career change intention.
► Normative commitment reinforced the impact of exploration concerns on career change intention.
► Different pattern of results for career change and organisation change.
Thursday, 18 October 2012
Psychological mobility and career success in the ‘New’ career climate
an article by Marijke Verbruggen (Katholieke Universiteit Leuven, Belgium) published in Journal of Vocational Behavior Volume 81 Issue 2 (October 2012)
Abstract
We examined the influence of two types of psychological mobility, i.e. boundaryless mindset and organisational mobility preference, on career success.
We hypothesised that this relationship would be partially mediated by physical mobility. In addition, we expected the direction of the influence to depend on the type of psychological mobility.
We tested our hypotheses using data of 357 business alumni. Results showed that a boundaryless mindset related positively to wage and promotions, while organisational mobility preference led to less promotions, lower job satisfaction and lower career satisfaction.
The relationship between boundaryless mindset and career success was partially mediated by functional mobility whereas organisational mobility preference impacted career success via organisational mobility. Implications and limitations of the study are discussed.
Highlights
► We tested the impact of psychological mobility on career success.
► Boundaryless mindset related positively to wage and promotions.
► Organizational mobility negatively affected promotions, job and career satisfaction.
► Boundaryless mindset impacted career success via functional mobility.
► The effect of mobility preference was mediated by organizational mobility.
Abstract
We examined the influence of two types of psychological mobility, i.e. boundaryless mindset and organisational mobility preference, on career success.
We hypothesised that this relationship would be partially mediated by physical mobility. In addition, we expected the direction of the influence to depend on the type of psychological mobility.
We tested our hypotheses using data of 357 business alumni. Results showed that a boundaryless mindset related positively to wage and promotions, while organisational mobility preference led to less promotions, lower job satisfaction and lower career satisfaction.
The relationship between boundaryless mindset and career success was partially mediated by functional mobility whereas organisational mobility preference impacted career success via organisational mobility. Implications and limitations of the study are discussed.
Highlights
► We tested the impact of psychological mobility on career success.
► Boundaryless mindset related positively to wage and promotions.
► Organizational mobility negatively affected promotions, job and career satisfaction.
► Boundaryless mindset impacted career success via functional mobility.
► The effect of mobility preference was mediated by organizational mobility.
Tuesday, 16 October 2012
How “boundaryless” are the careers of high potentials, key experts and average performers?
Nicky Dries and Marijke Verbruggen (Katholieke Universiteit Leuven, Belgium) and Frederik Van Acker (Open Universiteit, The Netherlands) published in Journal of Vocational Behavior Volume 81 Issue 2 (October 2012)
Abstract
The talent management literature declares talent management a prime concern for HRM professionals while the careers literature calls talent management archaic.
Three sets of assumptions identified through comparative review of both streams of the literature were tested in a large-scale survey (n = 941).
We found more support for the assumptions advocated in the talent management literature. Those who organizations consider their “best” people are more often found in traditional-organisational careers – both in terms of employer inducements and employee attitudes.
Traditional–organisational careers yield more career satisfaction than careers displaying more boundaryless features.
Individuals’ career types are mostly determined by supervisor-rated performance, much more so than by personal career orientation.
Highlights
► We tested contrasting assumptions from the careers and talent management literature.
► More support was found for the assumptions from the talent management literature.
► The “best” employees are most often found in traditional–organisational careers.
► Traditional–organisational careers were found to be most satisfying.
► Career type is determined by performance indicators rather than career orientation.
Abstract
The talent management literature declares talent management a prime concern for HRM professionals while the careers literature calls talent management archaic.
Three sets of assumptions identified through comparative review of both streams of the literature were tested in a large-scale survey (n = 941).
We found more support for the assumptions advocated in the talent management literature. Those who organizations consider their “best” people are more often found in traditional-organisational careers – both in terms of employer inducements and employee attitudes.
Traditional–organisational careers yield more career satisfaction than careers displaying more boundaryless features.
Individuals’ career types are mostly determined by supervisor-rated performance, much more so than by personal career orientation.
Highlights
► We tested contrasting assumptions from the careers and talent management literature.
► More support was found for the assumptions from the talent management literature.
► The “best” employees are most often found in traditional–organisational careers.
► Traditional–organisational careers were found to be most satisfying.
► Career type is determined by performance indicators rather than career orientation.
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