A conservation of resources approach to inter-role career transitions

IF 8.2 1区管理学 Q1 MANAGEMENT Human Resource Management Review Pub Date : 2022-09-01 DOI:10.1016/j.hrmr.2021.100852

Sherry E. Sullivan , Akram Al Ariss

引用次数: 6

Abstract

Increased globalization and rapid technological advances have greatly affected how careers are enacted. Many of today's workers are transitioning across the boundaries of occupations, organizations, and countries more frequently than previous generations of workers. Despite these great changes in the contemporary workplace, relatively little recent academic consideration has been devoted to the career transition (CT) construct or the commonalities in the decision-making process used by individuals to determine whether to make a CT. Given the many significant changes that have affected careers over the last several decades, the purpose of this paper is to offer a contemporary typology of CTs, a theory-driven model of the voluntary inter-role CT decision-making process, and propositions for future research. The proposed typology and model should also help people make better decisions about CTs.

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角色间职业转变的资源保护方法

日益增长的全球化和快速的技术进步极大地影响了职业生涯的制定方式。今天的许多工人比前几代工人更频繁地跨越职业、组织和国家的界限。尽管当代工作场所发生了这些巨大的变化，但最近学术界对职业转型(CT)结构或个人决定是否进行职业转型的决策过程中的共性的研究相对较少。鉴于过去几十年来影响职业生涯的许多重大变化，本文的目的是提供一个当代CT类型，一个自愿角色间CT决策过程的理论驱动模型，并为未来的研究提出建议。提出的类型学和模型也应该帮助人们对ct做出更好的决定。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.