Losers of CEO Tournaments: Incentives, Turnover, and Career Outcomes

We investigate the consequences for non-promoted executives (NPEs) in CEO tournaments. We find that NPEs’ total incentives decrease following the end of a tournament based on evidence of their reduced future promotion prospects and limited adjustments to their compensation. Consistent with the theory that NPEs leave in response to this loss in incentives, results indicate that turnover is higher for NPEs who: 1) are ex ante more competitive for promotion, 2) compete in open tournaments without an heir apparent versus closed tournaments with an heir apparent winner, and 3) compete in tournaments with an outsider versus insider winner. Departed NPEs’ subsequent career outcomes suggest that the labor market assesses NPEs who leave after open tournaments more favorably than those who leave after closed tournaments and tournaments with an outsider winner. Overall, evidence suggests that promotion tournaments can weed out low-quality managers but also cause the unintended turnover of high-quality managers.

Communicating Credential Value

Learners are increasingly turning to “alternative” education channels to up- and re-skill over the course of their lifetimes. In turn, the credentialing market is expanding quickly to supplement or replace training available through traditional pathways. Yet, the relationship between emerging credentials and learners' career outcomes is underexplored. To allow credentials to pave more inclusive pathways to professions, organizations that issue credentials need to gather data about career outcomes, leverage those data to enhance their program, and promote the outcomes transparently. This chapter explores three approaches to reporting outcomes and provides actionable recommendations to implement transparent reporting strategies. If implemented, the suggested approaches could ultimately help enhance understanding of, trust in, and economic support for alternative credentials.

Impact of Protean Career Attitudes on Career Outcomes via Job Crafting Behavior: A Serial Mediation Model

The protean career attitude (PCA) is an emerging proactive career attitude and an essential source for successful career development. However, to do so, the individuals also must employ proactive career behaviors at work to achieve desired career outcomes. The study proposes that the individuals with protean career attitudes employ best work practices through job crafting behaviors and attain desired career outcomes. Therefore, the purpose of the study is to investigate the impact of protean career attitudes on career outcomes, i.e., Perceived Employability (PE) and Subjective Career Success (SCS) through job crafting behavior. The data from the employees working in the universities of Pakistan revealed that PCA has a positive impact on individual career outcomes. It was also found that there exists a pathway of serial mediation from job crafting towards perceived employability to achieve career success. The individuals who craft their jobs are more likely to enhance their employability, ultimately leading to career success. The study highlights the importance of PCA and Job Crafting behaviors, yet un-explored phenomena, for the employees for career development.

Gender and the pandemic: Associations between caregiving, working from home, personal and career outcomes for women and men

The coronavirus pandemic lockdowns have led to an increase of caregiving and household responsibilities for many employees while working from home. We aimed to investigate whether there was a gender imbalance in the division of household labour within families during the pandemic, and whether this imbalance was associated with gender differences in personal outcomes (work-family conflict, burnout) as well as career-related outcomes (career self-efficacy and aspirations). Participants were 240 heterosexual individuals with or without caregiving responsibilities who lived with a partner and worked from home during the pandemic. They completed self-report questionnaires and indicated the division of domestic tasks within their household, the extent to which they experienced burnout and work-family conflict, and their career aspirations and career self-efficacy. The findings showed a significant gender imbalance, such that female caregivers spent significantly less time on work compared to the other groups and significantly more time on caregiving compared to male caregivers during the lockdown. There was a significant direct effect of caregiving on career outcomes for women, such that the more caregiving women performed during the lockdown relative to other tasks, the more negative their self-reported career outcomes were. Among men, caregiving did not predict career outcomes. Overall, our study showed that the gender imbalance in distributions of caregiving duties during the pandemic is associated with negative personal and professional outcomes for women who are caregivers. Practical implications are discussed accounting for this gender imbalance in the context of the pandemic and its influence on wellbeing and career outcomes, particularly for heterosexual women.

Boosting Career and Employability Outcomes Through Multiple Learning Abroad Experiences

While participation in learning abroad has increased rapidly over the last decade, short-term programs played an important role in boosting participation and widening access to learning abroad. The current study takes advantage of a new pattern of participation in learning abroad to examine self-reported career outcomes and employability development benefits based on program duration and the number of programs undertaken. Using a large-scale dataset of graduates of Australian universities, the study challenges conventional wisdom that a longer experience is better and explores the impact of multiple short-term program participation as a new intervention in graduate career outcomes. Although this study is based on the Australian higher education context, the results may be informative to educators and policy-makers from countries with comparable learning abroad programs in considering how short-term programs can be used more purposefully to foster positive careers and employability outcomes.

My Manager Moved! Manager Mobility and Subordinates’ Career Outcomes

How do managers’ moves across jobs affect the subordinates they leave behind? Manager mobility disrupts established manager-subordinate relationships, as subordinates must now learn to work with a replacement. We explore how this relational disruption affects subordinates’ objective career success—specifically, their financial rewards and subsequent promotion chances. We argue that manager mobility may have both positive and negative implications for subordinate outcomes. The loss of an established relationship may reduce subordinates’ performance and managers’ propensity to reward them; on the other hand, relational disruption may make subordinates more willing and able to seek out valuable opportunities elsewhere in the organization. We also argue that these effects are likely to be greatest for those subordinates who had worked with the previous manager for longer. Using eight years of personnel data from the U.S. offices of a Fortune 500 healthcare company, we show how managers’ mobility is associated with a decrease in subordinates’ financial rewards but an increase in their promotion prospects.

SP2.2.15MRCS performance predicts surgical career outcomes

Aims Successful completion of the MRCS examination is mandatory for progression into higher surgical (registrar) training in the UK. National selection for training programmes is a highly competitive process. Despite this, the ranking of applicants does not currently include MRCS performance scores. This offers a unique opportunity to compare two independent assessments of surgical trainees to establish whether MRCS performance can predict future surgical career outcomes and competitiveness in training. Methods All UK candidates who attempted MRCS between 2007-2020 were matched to career outcome data using the GMC list of registered medical practitioners and anonymised (n = 2910). Chi-squared tests determined associations with first attempt MRCS pass/fail outcomes. Multinomial regression models were developed to establish the predictive power of success at MRCS in determining surgical specialty and training deanery choices. Results There was statistically significant variability in MRCS Part A pass rates, ranging from 55.1%-76.7% between surgical specialties (P = 0.001) but no significant variability in Part B pass rates (P = 0.655). There was significant variability in Part A and Part B pass rates between training deaneries (P = 0.010 and P = 0.036 respectively). Pass rates ranged from 59.9%-77.7% for Part A and 70.1%-85.0% for Part B between training deaneries. Those in more competitive specialties and training deaneries performed better in MRCS in terms of first attempt pass rate, scores and number of attempts taken to pass. Conclusion MRCS performance is an early predictor of surgical career choice and competitiveness. Trainees who perform well at MRCS are more likely to enter competitive surgical specialties and training deaneries.