De professionele loopbaan in goede banen: het samenspel van loopbaanzelfsturing en het loopbaanbeleid binnen de organisatie

2007 ◽  
Vol 20 (1) ◽  
Author(s):  
Ans de Vos ◽  
Koen Dewettinck ◽  
Dirk Buyens
Keyword(s):  
Career Success ◽  
Management Practices ◽  
Self Management ◽  
Career Management ◽  
Management Support ◽  
Employee Outcomes ◽  
Career Support ◽  
Organizational Career Management ◽  
The Impact ◽  
The Relationship

Managing careers: the interplay of career self-management and organizational career support Managing careers: the interplay of career self-management and organizational career support A. de Vos, K. Dewettinck & D. Buyens, Gedrag & Organisatie, volume 20, maart 2007, nr. 1, pp. 21-40 This paper explores the relationship between organizational career management and career self-management and addresses the impact on employee outcomes. Within six large organizations, a sample of 491 employees reported on their career self-management initiatives, on their expectations towards organizational career management support and on their commitment and career success. This was complemented by information from their supervisors on informal and formal career management practices offered to employees to support their career development. Results show that individuals who take more initiatives to manage their own career also expect more career support from their employer. Career self-management and organizational career management are positively related to organizational commitment and number of promotions, while career self-management also relates to subjective feelings of career success. The interaction between career self-management and organizational career management in explaining employee outcomes is discussed.

scholarly journals The impact of project-based organization on competence management practices

2020 ◽  
Vol 9 (2) ◽  
pp. 177-191
Author(s):  
Mohamed Ali Hedhili ◽  
Sami Boudabbous
Keyword(s):  
Management Practices ◽  
Linear Regression Analysis ◽  
Project Managers ◽  
Career Management ◽  
Central Question ◽  
Competence Management ◽  
Training Compensation ◽  
The Impact ◽  
The Relationship ◽  
And Training

The present article aimed at studying the relationship between project-based organization and competence management practices (recruitment, assessment, training, compensation and career management). The central question of our research is formulated as follows: To what extent does project-based organization influence competence management practices? To answer this question, we adopted a quantitative study. A total of 156 Tunisian project managers participated in our survey. We tested our hypotheses through a linear regression analysis. The results show that the majority of competence management practices, namely recruitment, evaluation and training, are more relevant to project-based organizations and thus the three first hypotheses are confirmed. However, other practices, like remuneration and career management, are insensitive to project activities.

The Impact of Career Management on Organizational Commitment and the Mediating Role of Subjective Career Success

2016 ◽  
Vol 44 (3) ◽  
pp. 191-208 ◽  
Author(s):  
Jae Seung Moon ◽  
Suk Bong Choi
Keyword(s):  
Organizational Commitment ◽  
Organizational Support ◽  
Career Success ◽  
Organizational Outcomes ◽  
Career Management ◽  
Mediating Role ◽  
Subjective Career Success ◽  
The Impact ◽  
The Relationship

To determine the importance of career management behavior (CMB) for organizational outcomes, this study investigated the impact of CMB and organizational support for career development (OSCD) on subjective career success (SCS) and eventually on organizational commitment. Based on survey data from 355 employees of large Korean manufacturing firms, we found that both CMB and OSCD were positively associated with SCS. The results show that SCS positively affects organizational commitment and positively mediates both the relationship between CMB and organizational commitment and the relationship between OSCD and organizational commitment. Our findings imply that employee career success, which is affected by individual and organizational efforts, contributes to the outcomes of the organization in which employees are embedded.

Organizational career management practices, career satisfaction, and intention to quit among Indian employee: Examining the moderating effect of ‘four types of work experience’

2018 ◽  
Vol 27 (3) ◽  
pp. 150-159
Author(s):  
Sweta Singh
Keyword(s):  
Work Experience ◽  
Management Practices ◽  
Career Satisfaction ◽  
Interactive Effect ◽  
Intention To Quit ◽  
Career Management ◽  
Different Types ◽  
Organizational Career Management ◽  
Organizational Tenure ◽  
The Relationship

This study examined the interactive effect of organizational career management practices and different types of work experience on career satisfaction and intention to quit the organization in 386 Indian employees. The results showed that after controlling for the effect of the demographic variables and organizational career management practices, different types of work experience played unique roles in predicting career satisfaction and intention to quit the organization. It was found that that organizational career management practices correlated positively with career satisfaction and negatively with intention to quit the organization. The results further showed that organizational experience moderated the relationship between organizational career management practices and career satisfaction, and organizational tenure moderated the relationship between organizational career management practices and intention to quit. These findings carry implication for research and practice on career satisfaction and intention to quit the organization.

scholarly journals The impact of Project-based organization on competence management practices: Case of Tunisian companies

2020 ◽  
Vol 3 (1) ◽  
Author(s):  
MOHAMED ALI HEDHILI ◽  
SAMI BOUDABBOUS
Keyword(s):  
Management Practices ◽  
Linear Regression Analysis ◽  
Project Managers ◽  
Career Management ◽  
Central Question ◽  
Competence Management ◽  
Training Compensation ◽  
The Impact ◽  
The Relationship ◽  
And Training

The present article aimed at studying the relationship between project-based organization and competence management practices (recruitment, assessment, training, compensation and career management). The central question of our research is formulated as follows: To what extent does project-based organization influence competence management practices? To answer this question, we adopted a quantitative study. A total of 156 Tunisian project managers participated in our survey. We tested our hypotheses through a linear regression analysis. The results show that the majority of competence management practices, namely recruitment, evaluation and training, are more relevant to project-based organizations and thus the three first hypotheses are confirmed. However, other practices, like remuneration and career management, are insensitive to project activities.

scholarly journals Research on the Relationship between Shared Leadership and Individual Creativity-Qualitative Comparative Analysis on the Basis of Clear Set

2021 ◽  
Vol 13 (10) ◽  
pp. 5445
Author(s):  
Muyun Sun ◽  
Jigan Wang ◽  
Ting Wen
Keyword(s):  
Comparative Analysis ◽  
Environmental Factors ◽  
Shared Leadership ◽  
Management Practices ◽  
Qualitative Comparative Analysis ◽  
Necessary Condition ◽  
The Individual ◽  
The Impact ◽  
The Relationship ◽  
Sufficient And Necessary Condition

Creativity is the key to obtaining and maintaining competitiveness of modern organizations, and it has attracted much attention from academic circles and management practices. Shared leadership is believed to effectively influence team output. However, research on the impact of individual creativity is still in its infancy. This study adopts the qualitative comparative analysis method, taking 1584 individuals as the research objects, underpinned by a questionnaire-based survey. It investigates the influence of the team’s shared leadership network elements and organizational environmental factors on the individual creativity. We have found that there are six combination of conditions of shared leadership and organizational environmental factors constituting sufficient combination of conditions to increase or decrease individual creativity. Moreover, we have noticed that the low network density of shared leadership is a sufficient and necessary condition of reducing individual creativity. Our results also provide management suggestions for practical activities during the team management.

scholarly journals The Role of Self-Management Practices as Mechanisms for Re-Establishing Normality in Cancer Survivors

2016 ◽  
Vol 27 (4) ◽  
pp. 520-533 ◽  
Author(s):  
Catherine Henshall ◽  
Sheila Greenfield ◽  
Nicola Gale
Keyword(s):  
Cancer Survivors ◽  
Management Practices ◽  
Well Being ◽  
Self Management ◽  
Use Of Self ◽  
Lifestyle Activities ◽  
The Relationship ◽  
Static Concept

This article explores the relationship between cancer survivors’ use of self-management practices and their search for normality. Using Frank’s illness narratives and other theoretical literature on normality in chronic illness, it draws on findings from a qualitative study to explore different ways cancer survivors use self-management practices to re-establish normality in their lives post-cancer. The findings suggest that “normality” represents different things to cancer survivors. We suggest that normality in survivorship is not a static concept but is fluid, and at certain times, cancer survivors may display some or all of these different versions of normality. The findings show that self-management practices can help cancer survivors experiment with different health and lifestyle processes to help support their “normal” daily lifestyle activities, quality of life, and well-being.

Sign in / Sign up

Export Citation Format

Share Document