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.     

Counseling Regulations Regarding Sexual Misconduct: A Comparison Across States

Sexual relationships with clients, former clients, and supervisees are some of the most powerful and difficult clinical issues for counselors. These issues force counselors to examine the heart of the therapeutic process: the counseling relationship. The purpose of this study was to gather and analyze different approaches used by state counseling boards to deal with sexual relationships in counseling and supervision. This information affords counselors and state licensure board members a broader view of options and issues involved in this difficult area of ethical decision making.     

Divergent Thinking As a Function of Time and Prompting to “Be Creative” in Undergraduates

This study examined divergent thinking in undergraduates as a function of gender, time, and test instruction conditions. Differences were examined in male and female undergraduates when tested on a divergent thinking test with or without prompting to “be creative” and with or without time limitations imposed. Subject groups were assigned to one of the following four conditions: standard instructions/four minute time limit; standard instructions/no time limit; creative instructions/four minute time limit; and creative instructions/no time limit. The no time limit condition resulted in significantly higher mean traditional fluency and flexibility divergent production scores. Males were found to have significantly higher mean divergent production scores on fluency. This study supported previous research findings regarding the lack of enhanced traditional divergent production scores for females resulting from creative instructions.     

A University-Sponsored Career Development Center for Nonstudents

As colleges and universities grow increasingly more responsive to the communities in which they reside, programs are required that address the needs of the nonstudent. Georgia State University's program for nonstudents is reviewed after 5 years of operation, and recommendations are made for adapting it to other settings.     

DOING COMPETENCIES WELL: BEST PRACTICES IN COMPETENCY MODELING

The purpose of this article is to present a set of best practices for competency modeling based on the experiences and lessons learned from the major perspectives on this topic (including applied, academic, and professional). Competency models are defined, and their key advantages are explained. Then, the many uses of competency models are described. The bulk of the article is a set of 20 best practices divided into 3 areas: analyzing competency information, organizing and presenting competency information, and using competency information. The best practices are described and explained, practice advice is provided, and then the best practices are illustrated with numerous practical examples. Finally, how competency modeling differs from and complements job analysis is explained throughout.