Career self-management: Its nature, causes and consequences

In a recent special issue [Journal of Vocational Behavior 59 (2001) 284], scholars noted that the field of vocational psychology needs a better understanding of career self-management. This article proposes a conceptual framework of career self-management, based on Crites’ [Vocational Psychology, McGraw-Hill, New York, 1969] model of vocational adjustment. It argues that people use three types of career self-managing behavior (positioning, influence, and boundary management) as adaptive responses to career development tasks. These behaviors are used to respond to or eliminate thwarting conditions or career barriers, and thereby lead to vocational adjustment. Suggested determinants of this behavior are self-efficacy, desire for control, and career anchors. Career self-management can enhance perceptions of control over the career, leading to career satisfaction, but it may also be associated with negative outcomes and maladjustment. The framework is suggested to apply both to bounded ‘organizational’ careers and to more flexible, improvised careers. The article concludes by considering the implications for research and practice.     

Computer-Assisted Careers Counselling: A New Approach

This paper describes the outcome of a research and development project concerned to construct a computer aid for careers advisers and career decision-makers which differs in basic philosophy and design from others currentiy in the field. The resulting Careers Decision Aiding System (CDAS) is principally concerned with improving the quality of the decision-making strategy employed by clients by raising their awareness of the way in which their career choice is made, ratherthan with employing computer technology to attempt to match people to careers. The use of the CDAS by clients and careers advisers is illustrated by two case-studies.     

CAREER SELF-MANAGEMENT: A QUASI-EXPERIMENTAL ASSESSMENT OF THE EFFECTS OF A TRAINING INTERVENTION

A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self-management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes two main behaviors: developmental feedback seeking and job mobility preparedness. Although career self-management training is a commonly used employer intervention to re-socialize individuals to increase their own career management activity, it is rarely rigorously evaluated. Relying on an expectancy theory framework, the goal of this study was to evaluate the general effects of career self-management training using a quasi-experimental design. Based on data from several hundred professionals at a major U.S. employer, the results showed formal training efforts were generally not successful in resocializing people to engage in career self-management activities, and when done as an isolated human resource strategy, decreased trainees' likelihood of engaging in career self-management behaviors. To the extent that Time 2 expectancy perceptions got worse, the results showed that an individual's attitudes toward feedback seeking mediated the relationship between the training intervention and the level of preparation for job mobility conducted 6-8 months following the training.     

The career states system model: A new approach to analysing careers

The changing careers of research scientists under the influence of contemporary pressures are examined, drawing on original case-study research covering four settings: higher education institutions, industrial R&D, government research laboratories, and research institutes. Moving away from the traditional linear model of career progression, a dynamic model of career states is introduced. This acknowledges that investment of individual and organisational energy in careers will ebb and flow under the influence of a range of contextual and personal variables. It is proposed that the career states system model can be used as an aid to careers guidance for both men and women. Some of the issues to which scientists must be alert in order to manage their careers effectively are addressed     

Technological and organizational innovation: A dilemma of fundamental change and participation

This article reports the findings of a study of graduates' expectations and experiences of organizational and individual career management practices and of the relationships between organizational career management, career selfmanagement, and organizational commitment. It finds that, despite the prevailing rhetoric that individuals must take responsibility for their own careers, organizations are still heavily involved in the career management of their graduate recruits. Furthermore, organizational career management makes a positive contribution to graduates' organizational commitment, whereas most forms of career self-management do little to discourage it. However, graduates appear to benefit from different kinds of career management at different stages in their first 10 years in the organization.     

An open-learning approach to career management and guidance

Assumptions about the nature of career development are changing in the face of organisational and technical change in the workplace. Individuals are now less likely to experience secure, lifelong employment, and instead will need to face the process of career review and change with greater frequency. They will therefore need to be skilled in managing their careers effectively. Open-learning approaches to career management and guidance have until recently been comparatively little used and yet they offer the potential for action-oriented career planning, provide a career decision framework for learners, and encourage increased ownership of the career management process by the individual taking part. They can be used in educational and commercial settings to facilitate both the processes of initial career choice and those of career development and progression. From the perspective of the careers practitioner, they offer a high-volume, but not necessarily low-cost, approach to the delivery of career programmes. Evaluation evidence is reviewed from two programmes developed at the Open University and the University of Sussex respectively. The range of learning outcomes they deliver is discussed     

Action regulation theory and career self-management

Much of the responsibility for managing careers is shifting from employers to adaptive and proactive employees. A career management intervention based on action regulation theory trained 205 white collar employees to engage actively in their own career building by increasing their self-knowledge, career goal commitment, and career plan quality. As hypothesized, these three variables were positively related to subsequent career self-management behaviors, which led both directly and indirectly to career satisfaction almost 10 months after the intervention. Self-management career interventions based within an employing organization appear feasible.     

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.     

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.     

College-bound girls and science careers: Perceptions of barriers and facilitating factors

Student perceptions of barriers, facilitating factors, and information needs related to the consideration of careers in science and technology were investigated with a nationwide sample of talented high school senior women (N = 1017). Data were collected through a mailed questionnaire as part of a broader National Science Foundation project. Results of the study suggest that relatively few girls choose careers in science and technology because: They have doubts about combining family life with a science career; they lack information about steps in preparing for a science career; they believe influential adults; and they see few examples of the important role women can play in science. The data describing the students' perceptions of facilitating factors and information needs suggest that encouragement from family, access to role models, extra help and encouragement from science teachers, and information about careers in science, including the steps involved in preparation, might be influential in helping change perceptions of barriers to careers in science and technology.     

Are support and social comparison compatible? Individual differences in the multiplexity of career‐related social networks

Social networks are crucial for helping people in their careers. Moreover, social identity is reflected in and influenced by individuals’ networks. To date, there is little knowledge on how these different functions of networks might interact. A survey in which 450 individuals provided information on 2,499 contacts in their social networks indicated both multiplexity and segmentation in networks. Contacts tended either to provide psychosocial support only or to provide instrumental support and serve as a standard for social comparison. The segmentation was stronger for individuals with an independent career orientation than for promotion‐oriented individuals. These findings contribute to the literature on social networks and careers by providing insights into how career orientation affects the multiplexity in career‐related social networks.     

the career wheel: an exercise for exploring and validating one's career choices

Students are often uncertain and at times misinformed about the careers they are pursuing. Thus, they often make poor career decisions that they ultimately regret. The career wheel exercise is designed to help an individual to be better informed and thus make better career‐related decisions. This article describes the career wheel exercise, which is an active career exploration device. Through this exercise, students validate or invalidate their beliefs and assumptions about the careers they are actively pursuing or contemplating. Thus, they are able to make a more informed career and job choice.     

Careers research in Europe: Identity and contribution

This guest editorial introduces the special section of the Journal of Occupational and Organizational Psychology ‘Careers research in Europe’. Contributing to the aim of the special section to highlight the value of the European careers research for the benefit of the global community of career scholars, as well as towards advancing researchers' understanding of contemporary careers, the guest editorial discusses two themes. The first theme concerns the importance of incorporating cultural context in career studies. The second theme concerns the value the European multilingual and multicultural context offers for career studies. It is suggested that the value of European research can be seen in the diversity it offers to views on careers. It includes: (a) diversity of social, political, and economic environments; (b) diversity of cultures; and (c) diversity of theories and methods that can be used in career studies.     

Emotion in career contexts: Challenges for theory and research

In this article I argue that we need a greater understanding of the role of emotion in career development and career management. Notions of careers as sequences of events and experiences and new relational approaches to organizational career development suggest opportunities for exploring the experience, expression, and management of emotion within individuals’ careers. Also, ideas about emotional labour can inform career counselling practice. I also explore how far research into emotions in career contexts requires a constructivist or constructionist approach, and discuss some of the methodological issues in working within positivist, and non-positivist (specifically constructivist and constructionist) paradigms. Both have their strengths, and we should not lose sight of these in furthering our understanding of individuals’ careers and of ways to intervene effectively in career development.     

A typology of mid-life career changers

This study examines the motivations for and the outcomes of mid-life career change among a sample of 73 men who had left professional and managerial careers between the ages of 34 and 54. Measures of personal desire for change and external pressure to leave were dichotomized to produce a typology of career changers: Drift-outs, Opt-outs, Force-outs, and Bow-outs. The four types of changers were found to differ on a number of variables, including: amount of education completed, additional schooling undertaken to change careers, time taken to make the change, radicalness of change, and the importance of personal values in deciding to leave their former careers. Overall, respondents were found to be highly satisfied with their career redirection.     

From academic communities to managed organisations: The implications for academic careers in UK and German universities

This paper examines the implications for academic careers of the apparent global trend towards marketisation and managerialism in higher education with reference to the UK and Germany. It discusses how university employers might exercise greater control over their employees, privileging research and international publication, and fragmenting the traditional unity of the academic role. The effect is to challenge the values of academic communities, subject individuals to greater uncertainty, competition and insecurity, and influence the shape and direction of academic careers. The paper notes how today’s academic careers could be understood in terms of Kanter’s three forms of career as well as the boundaryless and protean career. However, it argues that these approaches do not address the key issue in both the UK and German cases: the changed locus and exercise of power within the employment relationship. It concludes that, to understand how careers are changing, this power relationship and the context of career in general have to be taken into account.     

Career-learning space: New-dots thinking for careers education

For more than 20 years, both careers education and guidance have drawn much of their rationale from the DOTS analysis which analyses practice for coverage of decision learning (D), opportunity awareness (O), transition learning (T), and self awareness (S). Its assumptions are rooted in theory, unifying the aims of careers education and careers guidance as enabling choice. More recent theory and practice engage a wider range of thinking: they acknowledge the complexity of contemporary career planning, and accommodate interactions which occur in the social and community life of the 'choosing person'. The practical implications are for more progressive career learning, in conditions which enable 'due process' to establish viable bases for both choice and change of mind. This thinking more sharply differentiates careers education from guidance, setting out a strong rationale for the former. It does not replace DOTS, but extends it into a new-DOTS re-conceptualisation termed 'career-learning space'. The effectiveness of career learning is determined by its transferable outcomes. New-DOTS thinking resonates with the conditions for transferable learning. There are possibilities here for building a strong consensus between practice, theory and policy.     

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.     

心理资本对企业员工职业成功的影响：职业承诺的中介效应

采用问卷调查法,以265名企业员工为调查对象,在控制被试的人力资本及人口统计学变量之后,使用结构方程模型分析员工心理资本与职业承诺、职业成功的关系。结果发现：（1）心理资本对员工的职业承诺、职业成功有显著地预测作用;（2）职业承诺在心理资本与员工客观职业成功之间起部分中介作用;（3）职业承诺在心理资本与员工主观职业成功之间起完全中介作用。