Pub Date : 1994-05-01DOI: 10.1108/09556219410055512
D. Zaremba
Plateauing is generally assumed to be problematic for organizations, with plateaued managers less satisfied with their careers than non‐plateaued managers. Reports on the findings of a survey conducted to find out whether there were any significant differences in levels of career satisfaction between plateaued and non‐plateaued managers. The sample was 248 managers from the UK Postal Delivery Organization – Royal Mail. Further analysis was undertaken comparing managers at different grades and between the sexes, and at differences in levels of satisfaction in the groups in their ability to manage their own career.
{"title":"The Managerial Plateau: What Helps in Developing Careers?","authors":"D. Zaremba","doi":"10.1108/09556219410055512","DOIUrl":"https://doi.org/10.1108/09556219410055512","url":null,"abstract":"Plateauing is generally assumed to be problematic for organizations, with plateaued managers less satisfied with their careers than non‐plateaued managers. Reports on the findings of a survey conducted to find out whether there were any significant differences in levels of career satisfaction between plateaued and non‐plateaued managers. The sample was 248 managers from the UK Postal Delivery Organization – Royal Mail. Further analysis was undertaken comparing managers at different grades and between the sexes, and at differences in levels of satisfaction in the groups in their ability to manage their own career.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127068888","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-05-01DOI: 10.1108/09556219410055549
M. Patrickson
Addresses the impact which the currently occurring changes in organizational culture towards a “lean and mean” philosophy are likely to have on an ageing workforce entering a new millenium. Gives a general overview of the changes which have occurred in the population and in the structure and management of organizations during the last decade and examines potential consequences which these changes might have for recruitment, ongoing management and disengagement of staff in the next century.
{"title":"Workplace Management Strategies for a New Millenium","authors":"M. Patrickson","doi":"10.1108/09556219410055549","DOIUrl":"https://doi.org/10.1108/09556219410055549","url":null,"abstract":"Addresses the impact which the currently occurring changes in organizational culture towards a “lean and mean” philosophy are likely to have on an ageing workforce entering a new millenium. Gives a general overview of the changes which have occurred in the population and in the structure and management of organizations during the last decade and examines potential consequences which these changes might have for recruitment, ongoing management and disengagement of staff in the next century.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117079913","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-03-01DOI: 10.1108/09556219410051039
J. Arnold, K. M. Davey
Describes career‐related experiences of over 1,000 graduates in the first few years of their careers in eight organizations, along with the perceptions of their bosses. Long‐term career prospects were an important factor in graduates′ decisions to join their organization, but the degree of importance varied substantially between organizations. Subsequent to joining, most graduates experienced low Career Clarity: that is, they found it difficult to identify short‐term and long‐term career possibilities in their organization. This eroded their organizational commitment. Graduates perceived a moderate amount of support from organizational systems for their career development, but also considerable barriers which they could not control. Their bosses had significantly more positive views of graduate career opportunities in the organization than the graduates. A case study of one organization illustrates some issues in managing graduate careers.
{"title":"Graduate Experiences of Organizational Career Management","authors":"J. Arnold, K. M. Davey","doi":"10.1108/09556219410051039","DOIUrl":"https://doi.org/10.1108/09556219410051039","url":null,"abstract":"Describes career‐related experiences of over 1,000 graduates in the first few years of their careers in eight organizations, along with the perceptions of their bosses. Long‐term career prospects were an important factor in graduates′ decisions to join their organization, but the degree of importance varied substantially between organizations. Subsequent to joining, most graduates experienced low Career Clarity: that is, they found it difficult to identify short‐term and long‐term career possibilities in their organization. This eroded their organizational commitment. Graduates perceived a moderate amount of support from organizational systems for their career development, but also considerable barriers which they could not control. Their bosses had significantly more positive views of graduate career opportunities in the organization than the graduates. A case study of one organization illustrates some issues in managing graduate careers.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129781439","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-03-01DOI: 10.1108/09556219410051011
A. Fish, Jack Wood
The second in this series on international and expatriate career activity argues for increased attention to developing a strategic link between international business activity and the HRM and career management functions that purport to support such business activity. Looks towards addressing some of the problems potentially experienced by firms in the international marketplace and their expatriates. This is achieved by: (1) overviewing research that is currently under way with respect to the expatriate career management practices of selected Australian organizations; and (2) identifying some of the more important concerns that existing empirical and case study research on expatriate career management has shown in terms of the types of career initiatives to which organizations need to pay attention, prior to an overseas move by their staff, during an overseas appointment, and finally when repatriating staff.
{"title":"Integrating Expatriate Careers with International Business Activity","authors":"A. Fish, Jack Wood","doi":"10.1108/09556219410051011","DOIUrl":"https://doi.org/10.1108/09556219410051011","url":null,"abstract":"The second in this series on international and expatriate career activity argues for increased attention to developing a strategic link between international business activity and the HRM and career management functions that purport to support such business activity. Looks towards addressing some of the problems potentially experienced by firms in the international marketplace and their expatriates. This is achieved by: (1) overviewing research that is currently under way with respect to the expatriate career management practices of selected Australian organizations; and (2) identifying some of the more important concerns that existing empirical and case study research on expatriate career management has shown in terms of the types of career initiatives to which organizations need to pay attention, prior to an overseas move by their staff, during an overseas appointment, and finally when repatriating staff.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114320863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-03-01DOI: 10.1108/09556219410051057
A. Preston, Gary C. Biddle
Proposes that there are fundamental differences between the roles of professionals and managers which affect career choices in complex organizations. Career choice difficulties are compounded by the reality that only a very small percentage of individuals actually consciously plan their careers, the remainder often expecting organizations to manage their careers for them. Contends that most career programmes use only static processes and diagnostics, rather than a more dynamic action learning process. Reports the successful use of an action learning career programme with professionals. Contends that the power of the programme derived from the synergistic combination of traditional diagnostic approaches with an action learning phase, with the traditional inputs providing information which was synthesized and made relevant to career direction during the action learning phase.
{"title":"\"To Be or Not to Be?\": Making a Professional Career Choice","authors":"A. Preston, Gary C. Biddle","doi":"10.1108/09556219410051057","DOIUrl":"https://doi.org/10.1108/09556219410051057","url":null,"abstract":"Proposes that there are fundamental differences between the roles of professionals and managers which affect career choices in complex organizations. Career choice difficulties are compounded by the reality that only a very small percentage of individuals actually consciously plan their careers, the remainder often expecting organizations to manage their careers for them. Contends that most career programmes use only static processes and diagnostics, rather than a more dynamic action learning process. Reports the successful use of an action learning career programme with professionals. Contends that the power of the programme derived from the synergistic combination of traditional diagnostic approaches with an action learning phase, with the traditional inputs providing information which was synthesized and made relevant to career direction during the action learning phase.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114698845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-03-01DOI: 10.1108/09556219410051048
B. Simpson
Examines the applicability of current career theory to women scientists. Data were collected from a group of New Zealand women scientists and interpreted using the Concept Mapping technique which produces a two‐dimensional visual map of the participants′ responses. The results show that the respondents see their own personal attributes and their organizational environment as equally important for their career development. They attribute success to internal qualities and do not perceive significant barriers to their career development from external sources. This finding is in conflict with many studies which show that women experience significant barriers to entry and barriers to participation, especially in professional fields. In the case of the science profession, however, women continue to be such a small minority of the workforce that survival may necessitate their adoption of the male values which inevitably dominate in their workplaces.
{"title":"How do women scientists perceive their own career development","authors":"B. Simpson","doi":"10.1108/09556219410051048","DOIUrl":"https://doi.org/10.1108/09556219410051048","url":null,"abstract":"Examines the applicability of current career theory to women scientists. Data were collected from a group of New Zealand women scientists and interpreted using the Concept Mapping technique which produces a two‐dimensional visual map of the participants′ responses. The results show that the respondents see their own personal attributes and their organizational environment as equally important for their career development. They attribute success to internal qualities and do not perceive significant barriers to their career development from external sources. This finding is in conflict with many studies which show that women experience significant barriers to entry and barriers to participation, especially in professional fields. In the case of the science profession, however, women continue to be such a small minority of the workforce that survival may necessitate their adoption of the male values which inevitably dominate in their workplaces.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125325846","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1993-12-01DOI: 10.1108/EUM0000000003863
P. Amos‐Wilson
Discusses issues associated with the achievement of career development tasks by women. The career development tasks considered from studies of adult developmental psychology, and are therefore concerned with underlying processes, not specific activities in organizations. Based on a study of the career development and aspirations of 50 women, it considers whether the successful achievement of such tasks is non‐gender specific, and whether models derived from the study of the experience of men are relevant. Also considers the relationship to motherhood of career commitment and ambitions as important aspects of how women achieve career development. Concludes that not only do biology and socialization play a part in women’s approach to careers but also that the quality of the vision or “dream” about their future that women create for themselves is important. Points out that much more research is required in this field.
{"title":"Accomplishing career development tasks: are there gender‐related differences?","authors":"P. Amos‐Wilson","doi":"10.1108/EUM0000000003863","DOIUrl":"https://doi.org/10.1108/EUM0000000003863","url":null,"abstract":"Discusses issues associated with the achievement of career development tasks by women. The career development tasks considered from studies of adult developmental psychology, and are therefore concerned with underlying processes, not specific activities in organizations. Based on a study of the career development and aspirations of 50 women, it considers whether the successful achievement of such tasks is non‐gender specific, and whether models derived from the study of the experience of men are relevant. Also considers the relationship to motherhood of career commitment and ambitions as important aspects of how women achieve career development. Concludes that not only do biology and socialization play a part in women’s approach to careers but also that the quality of the vision or “dream” about their future that women create for themselves is important. Points out that much more research is required in this field.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122487086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1993-12-01DOI: 10.1108/EUM0000000003864
James Poon Teng Fatt
Accountancy is an important profession in the business world. Almost every firm requires an accountant and this enhances the job opportunities available in the market. Because of the need to keep up with the fast‐changing world, accountancy courses have become extremely popular with students and executives. Examines the expectations of accountancy students and accounting professionals of the career prospects in accountancy. Seeks to compare the views of accounting professionals with that of accountancy students on issues such as expectations, career prospects, and essential qualities in the field of accountancy. Hopefully, the survey carried out on 30 accounting professionals and 50 first‐year accountancy students will create an awareness of the issues and help to restructure the accounting curriculum to emphasize the importance of the findings.
{"title":"CAREER EXPECTATIONS FOR ACCOUNTANTS IN SINGAPORE","authors":"James Poon Teng Fatt","doi":"10.1108/EUM0000000003864","DOIUrl":"https://doi.org/10.1108/EUM0000000003864","url":null,"abstract":"Accountancy is an important profession in the business world. Almost every firm requires an accountant and this enhances the job opportunities available in the market. Because of the need to keep up with the fast‐changing world, accountancy courses have become extremely popular with students and executives. Examines the expectations of accountancy students and accounting professionals of the career prospects in accountancy. Seeks to compare the views of accounting professionals with that of accountancy students on issues such as expectations, career prospects, and essential qualities in the field of accountancy. Hopefully, the survey carried out on 30 accounting professionals and 50 first‐year accountancy students will create an awareness of the issues and help to restructure the accounting curriculum to emphasize the importance of the findings.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133455666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1993-12-01DOI: 10.1108/09556219310046487
Catherine R. Smith, M. Crowley, J. Hutchinson
For the last ten years there has been substantial encouragement for women to broaden their career horizons and enter into non‐traditional areas of work. In the mining industry in particular, women now work as geologists, surveyors, mechanical engineers, electrical engineers, environmental scientists, chemical engineers, and production workers, in some of the most remote and hostile locations in Australia. Given the strategic role of the mining industry within the Australian economy, and the resources which individuals, organizations and governments have already invested in training and development, one would expect that these women could look forward to a long and productive future in the industry. Instead, many younger women in particular are considering leaving the industry. In 1991 Commonwealth funding was made available by WREIP for a research project on women in mining. Based on data derived from a workshop based on this research, this article examines the reasons why women are considering deserting ...
{"title":"UNTAPPED RESOURCES OR WASTED ASSETS? WOMEN IN THE AUSTRALIAN MINING INDUSTRY","authors":"Catherine R. Smith, M. Crowley, J. Hutchinson","doi":"10.1108/09556219310046487","DOIUrl":"https://doi.org/10.1108/09556219310046487","url":null,"abstract":"For the last ten years there has been substantial encouragement for women to broaden their career horizons and enter into non‐traditional areas of work. In the mining industry in particular, women now work as geologists, surveyors, mechanical engineers, electrical engineers, environmental scientists, chemical engineers, and production workers, in some of the most remote and hostile locations in Australia. Given the strategic role of the mining industry within the Australian economy, and the resources which individuals, organizations and governments have already invested in training and development, one would expect that these women could look forward to a long and productive future in the industry. Instead, many younger women in particular are considering leaving the industry. In 1991 Commonwealth funding was made available by WREIP for a research project on women in mining. Based on data derived from a workshop based on this research, this article examines the reasons why women are considering deserting ...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122462760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1993-10-01DOI: 10.1108/09556219310043237
A. Fish, Jack Wood
The increasing literature on international human resource management has produced findings which are largely repetitive and anecdotal and as such are contributing to a reemerging problem for Australian business enterprises wishing to increase their international business activity. The problem concerns the factors which organizations need to consider in most effectively developing and managing international management career programmes. What has traditionally been missing is a strategic framework that links appropriate international human resource management practices with an enterprise′s international business agenda. Develops an argument around this central theme which provides an overview of the need to address what is an emerging problem for Australian business enterprises – how international management careers are best developed and managed in the context of a firm′s human resource management strategy and its strategic international business activity.
{"title":"HRM AND INTERNATIONAL EXPATRIATE MANAGEMENT: A STRATEGIC LINK FOR AUSTRALIAN BUSINESS","authors":"A. Fish, Jack Wood","doi":"10.1108/09556219310043237","DOIUrl":"https://doi.org/10.1108/09556219310043237","url":null,"abstract":"The increasing literature on international human resource management has produced findings which are largely repetitive and anecdotal and as such are contributing to a reemerging problem for Australian business enterprises wishing to increase their international business activity. The problem concerns the factors which organizations need to consider in most effectively developing and managing international management career programmes. What has traditionally been missing is a strategic framework that links appropriate international human resource management practices with an enterprise′s international business agenda. Develops an argument around this central theme which provides an overview of the need to address what is an emerging problem for Australian business enterprises – how international management careers are best developed and managed in the context of a firm′s human resource management strategy and its strategic international business activity.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133539605","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：