The professional career on the right track: A study on the interaction between career self-management and organizational career management in explaining employee outcomes

This article 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 support, and on their commitment and career success. This was complemented by information from their supervisors on career management support offered by HR and line management to these employees. Results show that individuals who take more initiatives to manage their career expect more career support from their employer. Career self-management positively impacts affective commitment and perceived career success, while organizational career management is positively related with affective commitment and career progress. Career self-management moderates the relationship of organizational career management with affective commitment and subjective career success.     

Career adaptability predicts subjective career success above and beyond personality traits and core self-evaluations

The Career Adapt-Abilities Scale (CAAS) measures career adaptability as a higher-order construct that integrates four psychosocial resources of employees for managing their career development: concern, control, curiosity, and confidence. The goal of the present study was to investigate the validity of the CAAS with regard to its effects on two indicators of subjective career success (career satisfaction and self-rated career performance) above and beyond the effects of employees' Big Five personality traits and core self-evaluations. Data came from a large and heterogeneous sample of employees in Australia (N = 1723). Results showed that overall career adaptability positively predicted career satisfaction and self-rated career performance above and beyond the Big Five personality traits and core self-evaluations. In addition, concern and confidence positively predicted the two indicators of subjective career success. The findings provide further support for the incremental validity of the CAAS.     

The influence of satisfaction and promotability on the relation between career adaptability and turnover intentions

This study examined the relation between career adaptability (CA), promotability, and career satisfaction (CS), and their impacts on turnover intentions (TI). Eight hypotheses were proposed. Based on data collected from a sample of 431 employees in Macau, career adaptability was significantly and positively related to both promotability and CS after controlling for the influences of demographic variables including age, gender, education and tenure. CA, promotability and CS were also significantly and negatively linked to TI. The results further revealed that promotability and CS mediated the effect of CA on TI. The study contributed new insights that may inform career development and retention of employees. Practical implications on how to retain employees were discussed.     

Career adaptability and career entrenchment

Career adaptability constitutes a resource that can help employees to effectively manage career changes and challenges. The goal of this study was to investigate the relationship between the two higher-order constructs of career adaptability and career entrenchment (i.e., the perceived inability and/or unwillingness to pursue new career opportunities), as well as relationships among the dimensions of career adaptability and career entrenchment. We hypothesized a negative relationship between overall career adaptability and career entrenchment, and more differentiated associations among their dimensions. Data for this study came from 404 employees in Brazil. Results of structural equation modeling showed that overall career adaptability weakly negatively predicted overall career entrenchment (standardized effect = − .13), after controlling for age, gender, education, and job tenure. More differentiated findings emerged at the dimension level. Future research should examine the mechanisms and boundary conditions of the relationship between career adaptability and career entrenchment.     

Fostering networking behavior,career planning and optimism,and subjective career success: An intervention study

The present study evaluated personal resource-oriented interventions supporting the career development of young academics, working at German universities within the STEM fields. The study sought to foster subjective career success by improving networking behavior, career planning, and career optimism. The study involved a quasi-experimental pre-post intervention with two intervention and two control groups (N = 81 research associates). Participants of the first intervention group received networking training; participants of the second intervention group received the same networking training plus individual career coaching. Participants of both intervention groups were female. Participants of the control groups (i.e., male vs. female group) did not participate in any intervention. As expected, path analyses, based on mean differences from pre-test to post-test, revealed an increase in career planning and career optimism within the networking plus career coaching intervention group, that was indirectly positively related to changes in subjective career success. Contrary to our expectations, the networking group training alone and in combination with the career coaching showed no effectiveness in fostering networking behavior. Results are discussed in the context of career counseling and intervention effectiveness studies.     

国内外职涯资本的研究述评与展望

埃森哲调查显示,全球89%的员工认为职涯资本是职场成功的关键,但职涯资本的相关研究却刚起步。本文从职涯资本（Career Capital）的内涵入手,梳理了职涯资本的定义及理论模型,并整理了相关维度的划分。然后,笔者从跨文化管理、职涯资本三维度重要性、职涯资本的前因变量和结果变量角度对相关研究进行整理。最后,针对目前研究的不足,本文提出未来研究的方向和管理实践中的应用建议,希冀对职业生涯管理的理论研究和实践提供新思路。     

Integrating motivational interviewing in career counseling: A case study

Motivational interviewing (MI) is receiving increasing attention in the field of career counseling. However, none of the previous studies have concretely presented how this method could and why it should be integrated in career counseling. Through the use of a single case study design, this paper illustrates how a brief MI (BMI) intervention can be integrated into career counseling interventions to help resolve career dilemmas. An analysis of the interactions between the client and his counselor using the Motivational Interviewing Skills Code 2.1 illustrates why this method can be useful for career counseling. Immediate and long-term effects of the global career counseling intervention on the client's career decision-making difficulties, as well as the specific impacts of the BMI intervention, are assessed. This case study shows that the BMI approach can be integrated in a career counseling intervention to help career counseling clients overcome career dilemmas and increase their readiness to make career choices.     

The protean career orientation as predictor of career outcomes: Evaluation of incremental validity and mediation effects

A protean career orientation is assumed to be beneficial for career development but researchers have only recently started to empirically evaluate the concept. Conducting two studies based on three independent samples of university students and working professionals in Germany, we address issues of concurrent validity, predictive incremental validity and mechanisms linking the protean orientation to career outcomes. The first study showed that in a sample of 104 German employees different measures of the protean career orientation all correlated highly, but not identically, to a range of work and career attitudes. Using bootstrapping analysis, a second study with a six-month prospective examination among 419 German university students and a cross-sectional analysis among 526 German employees showed that a protean career orientation predicts proactive career behaviors and career satisfaction beyond a proactive disposition and core self-evaluations, respectively. Moreover, the protean career orientation was a significant mediator of these two personality constructs on both career outcomes. Cumulatively, the studies enrich our understanding of how and when a protean career orientation is related to important career outcomes.     

The value of job crafting for work engagement,task performance,and career satisfaction: longitudinal and quasi-experimental evidence

We examine how job crafting (i.e. seeking resources, seeking challenges, decreasing demands) increases the person-job fit of employees. In Study 1, we studied job crafting’s effects over time. 111 employees filled out a questionnaire at two time points with 6 months in between. We found that seeking resources behavior at Time 1 positively affected work engagement, task performance, and career satisfaction at Time 2. Decreasing demands at Time 1 negatively affected work engagement, task performance, and career satisfaction at Time 2. In Study 2, we tested a job crafting intervention using a quasi-experimental design (i.e., intervention group, N = 60, and a control group, N = 59). The intervention was successful, as participants in the intervention group increased seeking resources and decreasing demands behaviors. Furthermore, seeking resources behavior was the main driver of increased participants’ work engagement, task performance, and career satisfaction.     

The outcomes of effective career discussion at work

This article examines the outcomes that resulted from career discussions experienced by 104 employees. Employees appeared to benefit from discussions about their careers with individuals in a wide range of roles. Many effective career discussions produced multiple outcomes, and some of these were long-lasting. The most common types of outcomes experienced were a clearer view of future direction, self-insight, awareness of opportunities, and feeling reassured or better about self or work. The findings highlight the need for future research into the effectiveness of career interventions to take more account of multiple outcomes and how these evolve over time. Also, organizations need to encourage informal career discussions and informal mentoring.     

Perceived organizational career management and career adaptability as predictors of success and turnover intention among Chinese employees

Based on the theories of career construction and of social exchange, the current research examined the joint and interactive effects of perceived organizational career management and career adaptability on indicators of career success (i.e., salary and career satisfaction) and work attitudes (i.e., turnover intention) among 654 Chinese employees. The results showed that career adaptability played a unique role in predicting salary after controlling for the effects of demographic variables and perceived organizational career management. It was also found that both perceived organizational career management and career adaptability correlated negatively with turnover intention, with these relationships mediated by career satisfaction. The results further showed that career adaptability moderated the relationship between perceived organizational career management and career satisfaction such that this positive relationship was stronger among employees with a higher level of career adaptability. In support of the hypothesized moderated mediation model, for employees with a higher level of career adaptability, the indirect effect of perceived career management on turnover intention through career satisfaction was stronger. These findings carry implications for research on career success and turnover intention.     

Exploring types of career orientation: A latent class analysis approach

Career literature has been discussing the decline of the traditional career. Despite this debate, systematic information on the prevalence of contemporary career types is lacking. Two studies with large samples of employees aimed to determine types of career orientation, to explore their prevalence, and to validate these types by testing hypotheses relating each of the career orientations to work attitudes and sociodemographical variables. In study 1 (N = 835), we identified four types of career orientation – traditional/promotion, traditional/loyalty, independent, disengaged – applying exploratory latent class analysis. These were confirmed in study 2 (N = 737) with confirmatory latent class analysis. The variables associated with the career orientation types mostly followed the predicted pattern. Almost two thirds reported a traditional career orientation, while one fifth each expressed an independent and a disengaged orientation. This finding shows that people’s career orientation does not reflect the changes that many authors argue have been occurring.     

Spousal influence on employees’ career paths in dual ladder systems: a dyadic model

ABSTRACT

This cross-sectional field study examines the influence of employee and spousal characteristics on employees’ career-related motivations in dual ladder systems. We go beyond “constraints-based” explanations of spousal influence and focus on the degree to which the spouse has aspirations for the focal employee’s career – referred to as spousal career aspirations. Using a dyadic study design, we tested a model that specifies the influence of both partners’ career salience and materialism on an employee’s motivation for a particular career path: as manager or technical specialist. According to survey responses from a matched sample of 207 employees and their spouses, the spouse’s career salience and materialism (the latter only for women) were associated with higher levels of spousal career aspirations. In turn, those employees whose spouses aspired for them to have a career were less motivated to obtain a specialist position. Employees’ own career salience was positively associated with their motivation for a managerial position and, in combination with high levels of spousal career aspirations, pulled employees away from a career on the technical ladder. Our results shed light on the family-relatedness of career decisions and have notable implications for dual ladder organizations.     

Predicting Chinese human resource managers' strategic competence: Roles of identity,career variety,organizational support and career adaptability

Based on career construction theory, the predictors of human resource managers' strategic competence in the Chinese context were examined. Results from a survey administered to Chinese HR managers (N = 220) showed that professional identification, career variety and organizational support for strategic human resource management positively predicted Chinese human resource managers' strategic competence. In addition, career adaptability served as a significant mediator for the above relations. The results further showed that the effect of professional identification on career adaptability was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. The corresponding moderated mediation model was also supported such that the indirect effect of professional identification on strategic competence was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. These findings carry implications for career construction theory and human resource managers' career development in China.     

Protean attitude and career success: The mediating role of self-management

A protean career attitude is considered as an important determinant of career success in the contemporary career era. In this article we test a model in which we specify the relationships between protean career attitude, career self-management behaviors, career insight, and career success outcomes (career satisfaction and perceived employability). A survey was conducted among a sample of 289 employees. The results support the idea that a protean career attitude is a significant antecedent of career success and that this relationship is fully mediated by the development of career insight. The implications of these findings for understanding the process through which career attitude affects individuals’ career success are discussed.     

The relation of career adaptability to satisfaction and turnover intentions

The objective of this study is to investigate the linkage between career adaptability (CA), turnover intentions (TI), and career satisfaction (CS). It also examines the factor structure and psychometric properties of the Career Adapt-Abilities Scale (CAAS) for low-ranking employees. The findings provide further support for the incremental validity of the CAAS. CA positively predicted CS and negatively predicted TI of low-ranking employees. CS is negatively related to TI, and it mediated the association between CA and TI. CA does not mediate the relation between CS and TI. Overall, a deeper understanding of the linkage between CA and TI can help us to find ways to assist employees to navigate the increasingly complex career path, thereby preventing TI.     

Career construction counseling: A thematic analysis of outcomes for four clients

Thematic analysis was used in this study of career construction counseling with four diverse, purposively-selected participants. After the intervention, the participants who sought and received career construction counseling were interviewed to determine their experience of the intervention. The results showed the value of career construction counseling in bringing about change in the participants' career-life stories.     

Linking calling to work engagement and subjective career success: The perspective of career construction theory

Drawing on career construction theory, this study examined the relationship between calling and work engagement and subjective career success (i.e., career satisfaction) and the mediating role of career adaptability with a sample of 832 Chinese employees. Results from a time-lagged survey study showed that: (1) calling (measured at time 1) positively related to an employee's career adaptability, work engagement, and career satisfaction (measured at time 2), and (2) career adaptability mediated the relationship between calling and work engagement and career satisfaction. Based on the findings, theoretical and practical implications of this study and directions for future research are discussed.     

Career adaptability, turnover and loyalty during organizational downsizing

During organizational restructuring and downsizing, employees often worry about being redundant, actually are redundant, and/or feel unsatisfied with their jobs. Employees, in turn, often react with poor loyalty to and high voluntary exit from the organization. The current study addresses this process from a careers' perspective, showing that career adaptability in the form of employees' career exploration and planning can account for at least some of these relationships. Redundancy fostered employees' career adaptive behaviors while job insecurity inhibited their career planning. Career planning, in turn, positively predicted employees' loyalty to the organization five months later while career exploration negatively predicted employees' loyalty, and positively predicted employees' exit reactions in the form of turnover intentions, job-search behaviors, and actual turnover. Implications and directions for future research are discussed.     

The impact of supervisory mentoring on personal learning and career outcomes: The dual moderating effect of self-efficacy

Using survey data from 226 employees and their supervisors in four manufacturing companies in China, we found that employee self-efficacy has a dual moderating effect on the impact of supervisory mentoring on subordinate career outcomes. Path analytic tests of mediated moderation suggested that self-efficacy moderates the mediated effects of supervisory mentoring on job performance and career satisfaction through personal learning such that the mediated effect on job performance is stronger when employees have higher self-efficacy, but the mediated effect on career satisfaction is stronger when they have lower self-efficacy.