Expectations do not always hurt! Tying organizational career expectations to employment mode

2019 ◽  
Vol 11 (4) ◽  
pp. 387-407
Author(s):  
Bilal Ahmad ◽  
Ahmad Raza Bilal ◽  
Mahnoor Hai
Keyword(s):  
Career Development ◽  
Self Efficacy ◽  
Career Management ◽  
Development Programs ◽  
Career Expectations ◽  
Content Type ◽  
Career Training ◽  
Knowledge Based ◽  
Body Of Knowledge ◽  
Employment Mode

Purpose The past decade has witnessed a surge in research focused on universal career development needs. In contrast, the purpose of this paper is to offer a contingency perspective based on self-efficacy theory by examining the relationship between the employees’ perceived mode of employment and expectations of career development opportunities attached to the employer. The authors hypothesized that perceived mode of employment determines employees’ expectations about receiving career development opportunities offered by the employer. Design/methodology/approach Responses from 203 banking employees were obtained through a structured questionnaire. Perceived employment mode was identified through Ward’s method of cluster analysis. The proposed hypothesis was tested by using one-way analysis of variance. Findings Employees across all modes of employment (knowledge-based, job-based, contract-based and alliance-based) were found to be similar with respect to their need for career development programs. However, employees positioned in knowledge-based and alliance-based modes were also interested in career appraisal and career training. Originality/value The study contributes to the existing body of knowledge on career management by imparting preliminary insights into the way employees’ expectations of organizational career management opportunities vary according to their perceived mode of employment based on self-efficacy theory.

How career expectations influence advancement: evidence from women in the hospitality industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ting Liu ◽  
Jie Gao ◽  
Mingfang Zhu ◽  
Yajun Qiu
Keyword(s):  
Career Development ◽  
Management Strategies ◽  
Demographic Factors ◽  
Two Dimensions ◽  
Career Management ◽  
Career Expectations ◽  
Content Type ◽  
Socio Demographic Factors ◽  
The Relationship

Purpose This study aims to examine the role of women’s career expectations (CEs) in changes in their career advancement (CA) and to determine whether these changes were because of socio-demographic factors. Design/methodology/approach Multiple linear regression was used to measure the relationship between women’s CEs and CA, as well as the influences that socio-demographic factors (e.g. education) have on that relationship. Findings Results indicated that CEs had two dimensions (i.e. career rewards and career development) and that career reward expectations had a significantly higher effect on CA than career development expectations. Furthermore, women were very likely to set higher CEs and stronger desires for CA as they became older. Results also showed that education, working years and position level were significantly related to women’s CA. Practical implications This study provides new insight into which aspects of women’s CA can be boosted by CEs and how these aspects may be affected by socio-demographic factors. This study can help hotels design better career management strategies to achieve the desired results. The study also provides guidance for women’s career management activities. Originality/value This study considers women’s CEs in hotels. The results revealed two dimensions (i.e. career rewards and career development) of CEs and uncovered the influences of socio-demographic factors on women’s CA, for example, age, education, working years and position level.

Leadership self-efficacy: review and leader development implications

2019 ◽  
Vol 38 (8) ◽  
pp. 637-650
Author(s):  
Laura Paglis Dwyer
Keyword(s):  
Leadership Development ◽  
Self Efficacy ◽  
Cognitive Modeling ◽  
Group Performance ◽  
Leader Effectiveness ◽  
Future Research ◽  
Big Five Personality ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type

Purpose The purpose of this paper, on self-efficacy and leadership, has two objectives. First, it comprehensively reviews approximately 25 years of research on leadership self-efficacy (LSE), beginning with LSE measurement and related criticisms. Findings concerning LSE’s relationships with leader effectiveness criteria, as well as individual and contextual influences on LSE, are presented. Second, it examines the evidence on efficacy enhancement interventions and offers some preliminary recommendations for increasing LSE through leadership development programs. Design/methodology/approach The author conducted a comprehensive literature review of the existing research on LSE, covering the main contributors to this research stream and their findings. Findings The review revealed substantial diversity in LSE construct development and measurement approaches. Regarding LSE and leader effectiveness, many studies reported positive relationships with potential, performance and behavioral ratings of leaders. Collective (team) efficacy has emerged as a significant mediator between LSE and group performance. Influences on LSE include several of the Big Five personality traits, while contextual antecedents are under-researched, and potentially fruitful areas for further study. Executive coaching and mentoring, as well as cognitive modeling techniques and training in constructive thought patterns, received support for enhancing LSE in developing leaders. Originality/value This paper’s review and implications should be of substantial value to current and future LSE researchers, as it summarizes past research, synthesizes the findings to draw out common themes and consistent, corroborated findings, and identifies opportunities for future research. For practitioners, the reviewed research on interventions for increasing LSE through leadership development programs provides practical guidance.

Career adaptability of South Korean engineering students

2020 ◽  
Vol 44 (4/5) ◽  
pp. 469-488
Author(s):  
Sunyoung Park ◽  
Su Yeong Park
Keyword(s):  
Decision Making ◽  
Career Development ◽  
Career Choice ◽  
Goal Orientation ◽  
Self Efficacy ◽  
Engineering Students ◽  
Career Decision ◽  
Career Adaptability ◽  
Career Decision Making ◽  
Content Type

Purpose The purpose of this study is to examine the role of mastery goal orientation, support for career development, career decision-making self-efficacy and engineering interest in career adaptability for engineering students. Design/methodology/approach Data were collected from 307 Korean engineering students from two universities. Structural equation modeling was used to analyze data and examine the relationships among the variables. Findings The results indicated that the level of mastery of goal orientation and support for career development significantly affected career decision-making self-efficacy. Engineering students’ career decision-making self-efficacy also positively influenced their engineering interests and career adaptability. Finally, the students’ engineering interest positively affected their career adaptability. Originality/value This study demonstrated that important factors for career planning and development need to be successively considered during the career choice process by linking it to career decision-making self-efficacy, engineering interest and career adaptability (career choice action), in consecutive order.

Career self-management perceptions reflected in the psychological contract of virtual employees: a qualitative and quantitative analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lee Gazit ◽  
Nurit Zaidman ◽  
Dina Van Dijk
Keyword(s):  
Career Development ◽  
Psychological Contract ◽  
Critical Role ◽  
Self Management ◽  
Career Management ◽  
High Tech ◽  
Structured Interviews ◽  
High Tech Industry ◽  
Content Type ◽  
Exercise Behaviors

PurposeThe question of responsibility for career development is critical for virtual employees who work remotely. The purpose of this paper is to (1) compare the perceptions of virtual and on-location employees in the high-tech industry about where responsibility lies for career management, as reflected in their psychological contract (PC) and (2) evaluate the ability of virtual employees to exercise behaviors capable of enhancing their career development.Design/methodology/approachA mixed-methods approach was used for this study. Study 1 consisted of semi-structured interviews (N = 40) with virtual and on-location employees working for the same high-tech organization, exploring perceptions responsibility for career self-management as captured by their PCs. Study 2, a quantitative survey of virtual and on-location employees (N = 146) working for various organizations in the high-tech sector, examined perceptions of career self-management through the perceived PC, as well as the perceived ability to exercise behaviors that would enhance career development.FindingsBoth categories of employees assumed that they, together with their direct manager, had responsibility for managing their career development. Nevertheless, virtual employees had lower expectations of support from their managers in this respect (Study 1) and felt that they actually received less support from their managers (Study 2). The results of both studies show, however, that virtuality does not have any significant effect on employees’ self-reported proactive career-influencing behaviors.Originality/valueThe study contributes to existing research by highlighting the perceived joint responsibility for career management and the critical role played by line management in this regard and by showing that virtuality does not have a significant effect on employees’ self-reported proactive career-influencing behaviors.

Outsourcing of knowledge processes: a literature review

2014 ◽  
Vol 18 (4) ◽  
pp. 795-811 ◽  
Author(s):  
Ingi Runar Edvardsson ◽  
Susanne Durst
Keyword(s):  
Literature Review ◽  
Future Research ◽  
Large Share ◽  
Knowledge Process ◽  
Content Type ◽  
Factors Affecting ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Body Of Knowledge ◽  
Research Activities

Purpose – This paper aims to review research on outsourcing of knowledge processes to establish the current body of knowledge and, on this basis, to identify gaps in our understanding. This action will justify further research activities and clarify where no future research is currently needed. Design/methodology/approach – The study consists of a systematic review of 24 refereed empirical articles on outsourcing of knowledge processes. Findings – Five themes were identified: outsourcing of knowledge processes, outsourcing and collaborative agreements between knowledge-based firms, factors affecting successful knowledge outsourcing, knowledge management and knowledge outsourcing and other outsourcing issues. There seems to be a lack of understanding concerning knowledge process outsourcing. Research limitations/implications – This study may not have enabled a complete coverage of all empirical articles in the field of knowledge process outsourcing. Yet, it seems reasonable to assume that the review process covered a large share of studies available. Originality/value – To the best of the authors’ knowledge, no systematic literature review on this topic has previously been published in academic journals.

scholarly journals CAREER DEVELOPMENT EXPECTATIONS OF YOUNG PEOPLE

2019 ◽  
Vol 34 (6) ◽  
pp. 1743-1748
Author(s):  
Snezhana Ilieva ◽  
Valeria Vitanova
Keyword(s):  
Career Development ◽  
Young People ◽  
New Technologies ◽  
Age Groups ◽  
Age Group ◽  
Development Programs ◽  
Career Expectations ◽  
Managerial Competence ◽  
Two Age Groups

The main purpose of the research is to explore the career orientations - functional/technical competence, general managerial competence, security/stability, entrepreneurial creativity (Schein, 1978; 1990) and career development expectations of young people. The sample consists of 160 respondents divided in two age groups – up to 25 years old and between 26-35 years old. All of them have full-time or part-time job positions in organization where information technologies are applied. The respondents are on different stages in their career according the typologies of career development (Savickas, 1995; Schein, 1990). First age group till 25 years old represents the generation “Z” which is just starting their first job and this is the beginning of their career path. Individuals in their mid-twenties are within a stage of exploration and narrow their work preferences. Several career expectations could be unrealistic but individuals within this age seek opportunities to explore careers through work experience and try a variety of job activities in a number of organizations. The second age group (26-35 years old) represents “Y” generation. They are in their establishment career stage where their expectations and preferences are stabilized and realistic. These individuals are highly motivated to succeed and strive for challenge, creativity, achievement and development of their own personal potential. The representatives of those two generations are active workforce at the current moment and their career expectations and orientations should be considered in HRM strategies and practices.The main results of the study show that young people expect in their career to have autonomy and independence, to work with new technologies and to be involved in challenging, innovative and long-term projects. The results from descriptive statistics indicate the expectations of young people to work with new technologies, to strive to promotion and hierarchical career development and to take part in trainings and skills development programs and long-term projеcts. The T-test analysis was made to establish the differences between the age groups. There were not found any differences between the two age groups. The respondents have an orientation more to hierarchical career than to horizontal career and prefer to engage in long-term work projects as well as to develop themselves working in innovative and challenging projects and job tasks. They also tend to invest in improvement of their skills including professional competences, new and diverse soft skills.The main conclusion of the research is that young people strive to combine hierarchical promotion or vertical career with horizontal career. There are no differences between two age groups in their career expectations. Results from regression analysis indicate the existing influence of managerial competence and entrepreneurial creativity on the career expectations. Career profile of the young people combines autonomy/independence, managerial competency and entrepreneurial creativity. The autonomy is a leading career anchor and confirms the assumption that the new generations strive to be more independent and to have self-control in their jobs. This creates career expectation which gives opportunity for personal control, flexibility and aims to go beyond organizational restrictions, rules and procedures. The opportunities for hierarchical career growth are desirable but only if they allow engagement in innovative projects that satisfy the entrepreneurial orientation of the young people. They are ready to develop diverse skills, to be engaged in different challenging innovative projects and to participate in variety of career and personal development programs such as talent management and coaching.

Aging researchers in early stages (ARIES): a model for career development collaboration of researchers in aging

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kei Ouchi ◽  
Shalender Bhasin ◽  
Ariela R. Orkaby
Keyword(s):  
Older Adults ◽  
Career Development ◽  
Design Methodology ◽  
Early Stage ◽  
Development Programs ◽  
Aging Research ◽  
Content Type ◽  
Early Stages ◽  
Future Leaders ◽  
The Many

Purpose Individuals over age 65 represent the fastest-growing segment of the population, yet they are also the least studied group and are most likely to be excluded from research most likely to apply to them. A significant reason for this deficit has been a dearth of scientists and clinicians to care for and study the many diseases that impact older adults. The purpose of this manuscript is to help early-stage clinician-scientists develop local forums fostering their career developments. Design/methodology/approach In this manuscript, the difficulties associated with raising new generations of researchers in aging and offer suggestions for how early-stage clinician-scientists can foster career development in aging are discussed. This paper draws upon a local example, ARIES, to explain how early-stage investigators can be brought together with the goal of creating a pipeline of future leaders in aging research. Findings The model may empower more early-stage clinicians to successfully pursue aging research. Originality/value The current success of aging researchers in the early stages serves as a model for creating similar career development programs designed for early-stage researchers in aging.

Organisational Career Development Programs and Practices

1992 ◽  
Vol 1 (1) ◽  
pp. 29-33 ◽  
Author(s):  
Lesley E. Armstrong
Keyword(s):  
Career Development ◽  
Program Implementation ◽  
Career Planning ◽  
Wide Spectrum ◽  
The United States ◽  
Career Management ◽  
Development Programs ◽  
Current State ◽  
Successful Program ◽  
History Of

Employee career development programs are identified as a recently emerging human resource management process in Australia. A body of career theory predominantly from the United States informs the field but research indicates a gap between theory, organisational rhetoric and practice. An overview of career development practices in selected Australian organisations points to the recency of such programs. The research identifies a number of key factors related to successful program implementation and reveals the significant diversity of career planning and career management activities being undertaken across a wide spectrum of organisations. This article focuses on the history of organisational career development programs and investigates the current state of practice in selected Australian organisations. The range of activities that can be categorised as career planning and career management initiatives is described, and factors related to successful program implementation are suggested. People involved in planning and managing careers in organisations should clarify their expectations of career development practices and recognise the benefits for both individuals and organisations in the context of increasing economic uncertainty and continuing social change.

Career adaptability as a strategic competence for career development

2017 ◽  
Vol 41 (1) ◽  
pp. 67-82 ◽  
Author(s):  
Federica Bocciardi ◽  
Andrea Caputo ◽  
Chiara Fregonese ◽  
Viviana Langher ◽  
Riccardo Sartori
Keyword(s):  
Professional Development ◽  
Career Development ◽  
Labour Market ◽  
Self Efficacy ◽  
Financial Incentives ◽  
Professional Status ◽  
Career Adaptability ◽  
Convenience Sample ◽  
Content Type ◽  
New Findings

Purpose In the current labour market, the competence to adapt is becoming significantly relevant for career development and career success. The construct of career adaptability, i.e. the capability to adapt to changing career-related circumstances and predict advancement in career development, seems to provide a fruitful scientific base for successful career intervention. The purpose of the study is exploratory, with the aim of providing new findings about the key predictors of this meta-competence that are relevant for career development. Design/methodology/approach Through a web-based survey, a convenience sample of 230 working participants completed an online questionnaire, including socio-demographic characteristics (age, gender, education), professional status (role seniority, sector of employment, professional role), professional development-related features (training, new professional assignments, financial incentives) and psychological factors (work self-efficacy, search for work self-efficacy and job satisfaction). Four-step hierarchical multiple regression analyses were conducted to understand which of these factors account for the most career adaptability variance. Findings Results highlight that work self-efficacy, search for work self-efficacy and education play a significant role in predicting career adaptability. Surprisingly, professional development-related features and professional status do not seem to have a relevant influence. Practical implications Training and career-development professionals can improve their understanding of which career-related skills and attitudes can increase one’s capability to cope with sudden changes and instability of the current labour market. Originality/value This study supports previous research, addressing the importance of career adaptability in times of dramatic change. It also provides some insight into the factors that could predict it.

scholarly journals Micro enterprises, self-efficacy and knowledge acquisition: evidence from Greece and Spain

2019 ◽  
Vol 23 (3) ◽  
pp. 419-438 ◽  
Author(s):  
Abel Duarte Alonso ◽  
Seng Kok ◽  
Nikolaos Sakellarios ◽  
Seamus O’Brien
Keyword(s):  
Knowledge Acquisition ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Explicit Knowledge ◽  
Cognitive Theory ◽  
Theory Of The Firm ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Face To Face ◽  
Knowledge Based

Purpose The purpose of this exploratory study is to investigate the significance of self-efficacy and knowledge acquisition among micro businesses operating in challenging economic environments. The study uses social cognitive theory (SCT) and the knowledge-based theory of the firm (KBTF), and it proposes a refinement of these theoretical frameworks in the context of the study. Design/methodology/approach A case method was chosen, and face-to-face interviews with 14 owners of firms in island and rural regions of Greece and Spain were conducted. Findings Content analysis identified the importance of self-efficacy, primarily illustrated by entrepreneurs’ determination and self-motivation, propensity to take risks and ability to anticipate consequences of their actions. Acquisition and accumulation of explicit knowledge, particularly through generational or mentoring processes, and subsequent wealth of tacit knowledge, also emerged as very significant in preparing and guiding entrepreneurs. Various links between the adopted theories and findings emerged, particularly regarding forethought, vicarious learning (SCT) and specialisation in knowledge acquisition (KBTF). Originality/value The proposed theoretical refinement based on the SCT and KBTF paradigms allows for a more rigorous, in-depth reflection on the links between cognitive elements present in the participating micro entrepreneurs and knowledge-based attributes on their ability to increase organisational resilience. The study also contributes toward the micro business literature and addresses a knowledge gap, particularly, in that contemporary research has not explored entrepreneurial motivations among small firm entrepreneurs. Finally, the practical implications emerging from the findings provide a platform for various stakeholders (associations, government agencies) to appreciate and support entrepreneurs’ needs, notably, of acquiring, increasing and sharing knowledge.

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