Pub Date : 1993-10-01DOI: 10.1108/09556219310043200
I. Yamaguchi
Discusses managers′ functions in supervising subordinates′ work and motivations, and mediation between managers and workers. Looks at the particular differences in US and Japanese attitudes to work and supervisors – particularly with reference to female managers and Japanese workers′ attitudes to them. Suggests that mutual training to enable the required integration is both necessary and desired.
{"title":"PERCEPTION SHARING IN A JAPAN‐US CROSS‐CULTURAL CORPORATION","authors":"I. Yamaguchi","doi":"10.1108/09556219310043200","DOIUrl":"https://doi.org/10.1108/09556219310043200","url":null,"abstract":"Discusses managers′ functions in supervising subordinates′ work and motivations, and mediation between managers and workers. Looks at the particular differences in US and Japanese attitudes to work and supervisors – particularly with reference to female managers and Japanese workers′ attitudes to them. Suggests that mutual training to enable the required integration is both necessary and desired.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"29 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":"114757757","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: 10.1108/09556219310043219
C. McKeen, R. Burke
Examines the use of a variety of career strategies by managerial and professional women. Questionnaire data were collected from 245 female graduates of the business school of a Canadian university. Although the members of the sample did not use career strategies very frequently, those used most involved contacts inside the organization to obtain information, working harder when results would be seen by superiors, and making bosses aware of wanted job assignments. Contacts outside the organization were used relatively less frequently. Managerial women who used more of the career strategies suggested by prior research were in higher level organizational jobs, worked more hours and extra‐hours per week, and received a higher level of supervisor support. Few demographic characteristics were significantly related to career strategy use. Managerial and professional women using more career strategies reported more positive work outcomes such as job and career satisfaction and job involvement.
{"title":"USE OF CAREER STRATEGIES BY MANAGERIAL AND PROFESSIONAL WOMEN","authors":"C. McKeen, R. Burke","doi":"10.1108/09556219310043219","DOIUrl":"https://doi.org/10.1108/09556219310043219","url":null,"abstract":"Examines the use of a variety of career strategies by managerial and professional women. Questionnaire data were collected from 245 female graduates of the business school of a Canadian university. Although the members of the sample did not use career strategies very frequently, those used most involved contacts inside the organization to obtain information, working harder when results would be seen by superiors, and making bosses aware of wanted job assignments. Contacts outside the organization were used relatively less frequently. Managerial women who used more of the career strategies suggested by prior research were in higher level organizational jobs, worked more hours and extra‐hours per week, and received a higher level of supervisor support. Few demographic characteristics were significantly related to career strategy use. Managerial and professional women using more career strategies reported more positive work outcomes such as job and career satisfaction and job involvement.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"16 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":"129943288","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 : 1993-05-01DOI: 10.1108/09556219310038125
A. Fish, Jack Wood
First in a series of three articles, addressing the literature and current practice on career management. The series begins by questioning the traditional perspective of careers and centres largely on intraorganizational issues and continuous upward movement. Suggests that interorganizational, interindustry and international career mobility are not only viable career options but becoming increasingly important. Given the changing nature of the global business community and apparent increasing practice of manager transfer as well as the increasing need to address more creative career options for managers, the importance of an examination of manager mobility and associated career practices would seem appropriate.
{"title":"A CHALLENGE TO CAREER MANAGEMENT PRACTICE","authors":"A. Fish, Jack Wood","doi":"10.1108/09556219310038125","DOIUrl":"https://doi.org/10.1108/09556219310038125","url":null,"abstract":"First in a series of three articles, addressing the literature and current practice on career management. The series begins by questioning the traditional perspective of careers and centres largely on intraorganizational issues and continuous upward movement. Suggests that interorganizational, interindustry and international career mobility are not only viable career options but becoming increasingly important. Given the changing nature of the global business community and apparent increasing practice of manager transfer as well as the increasing need to address more creative career options for managers, the importance of an examination of manager mobility and associated career practices would seem appropriate.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132950542","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 : 1993-05-01DOI: 10.1108/09556219310038134
T. Wils, G. Guérin, R. Bernard
Previous studies have investigated the career management field by describing individual career management activities in isolation rather than the configuration of these activities. Aims to bridge this gap by proposing a taxonomy of career systems. Based on a sample of 254 organizations, empirically derives three types of career system using cluster analysis, and validates this taxonomy against external variables not used in cluster analysis. Identifies and discusses these three types of career system.
{"title":"Career Systems as a Configuration of Career Management Activities","authors":"T. Wils, G. Guérin, R. Bernard","doi":"10.1108/09556219310038134","DOIUrl":"https://doi.org/10.1108/09556219310038134","url":null,"abstract":"Previous studies have investigated the career management field by describing individual career management activities in isolation rather than the configuration of these activities. Aims to bridge this gap by proposing a taxonomy of career systems. Based on a sample of 254 organizations, empirically derives three types of career system using cluster analysis, and validates this taxonomy against external variables not used in cluster analysis. Identifies and discusses these three types of career system.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"144 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132901545","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 : 1993-05-01DOI: 10.1108/09556219310038143
A. Evans
The prospect of employees being permitted to work at their homes offers the potential of significant benefits to employers, employees and the wider community. A survey of 360 employees in an Australian government organization revealed a great deal of interest in and potential for the concept. The extent to which potential benefits can be realized needs to be assessed in the context of the nature of the organization′s business, employee attitudes, union policies and attitudes and the flexibility of management. One way of determining the likelihood of success is to run a pilot programme of, say, 2 per cent of the workforce, studied in comparison with a control group.
{"title":"WORKING AT HOME: A NEW CAREER DIMENSION","authors":"A. Evans","doi":"10.1108/09556219310038143","DOIUrl":"https://doi.org/10.1108/09556219310038143","url":null,"abstract":"The prospect of employees being permitted to work at their homes offers the potential of significant benefits to employers, employees and the wider community. A survey of 360 employees in an Australian government organization revealed a great deal of interest in and potential for the concept. The extent to which potential benefits can be realized needs to be assessed in the context of the nature of the organization′s business, employee attitudes, union policies and attitudes and the flexibility of management. One way of determining the likelihood of success is to run a pilot programme of, say, 2 per cent of the workforce, studied in comparison with a control group.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132428723","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 : 1993-03-01DOI: 10.1108/09556219310024760
C. Jackson
While there is some evidence that mentoring is a popular career development intervention in Britain, it is often unclear just what an organizational mentoring programme involves and how mentoring relates to other initiatives organizations might introduce to promote the career development of their employees. Suggests that mentoring should not be thought of as one distinct intervention, but rather as a range of options that share important common elements. Both individuals and employers have choices to make about the kind of mentoring relationship that they may wish to encourage. On its own, no mentoring programme is likely to be a panacea for career development. Employers have to consider how mentoring fits with the other activities which they might offer to promote the career development of their employees.
{"title":"MENTORING: CHOICES FOR INDIVIDUALS AND ORGANIZATIONS","authors":"C. Jackson","doi":"10.1108/09556219310024760","DOIUrl":"https://doi.org/10.1108/09556219310024760","url":null,"abstract":"While there is some evidence that mentoring is a popular career development intervention in Britain, it is often unclear just what an organizational mentoring programme involves and how mentoring relates to other initiatives organizations might introduce to promote the career development of their employees. Suggests that mentoring should not be thought of as one distinct intervention, but rather as a range of options that share important common elements. Both individuals and employers have choices to make about the kind of mentoring relationship that they may wish to encourage. On its own, no mentoring programme is likely to be a panacea for career development. Employers have to consider how mentoring fits with the other activities which they might offer to promote the career development of their employees.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116263741","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 : 1993-03-01DOI: 10.1108/09556219310024751
P. C. Wright, Adrienne Oldford
Telecommuting takes the concept of decentralization to its furthest degree. Managerial careers change, in that facilitation and the ability to service employees become the essential skills. Results, rather than visible inputs and “time‐in”, become important. Similarly, employees can develop alternate, less stressful, more productive lifestyles, as they are freed from constant interruptions. In order to make the telecommuting process work, however, the organizations must install proper policies and procedures, while providing proper training to managers, telecommuters and non‐telecommuters. Also, management must insist that some time is spent in the office and that communication remains open.
{"title":"TELECOMMUTING AND EMPLOYEE EFFECTIVENESS: CAREER AND MANAGERIAL ISSUES","authors":"P. C. Wright, Adrienne Oldford","doi":"10.1108/09556219310024751","DOIUrl":"https://doi.org/10.1108/09556219310024751","url":null,"abstract":"Telecommuting takes the concept of decentralization to its furthest degree. Managerial careers change, in that facilitation and the ability to service employees become the essential skills. Results, rather than visible inputs and “time‐in”, become important. Similarly, employees can develop alternate, less stressful, more productive lifestyles, as they are freed from constant interruptions. In order to make the telecommuting process work, however, the organizations must install proper policies and procedures, while providing proper training to managers, telecommuters and non‐telecommuters. Also, management must insist that some time is spent in the office and that communication remains open.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121671796","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 : 1993-03-01DOI: 10.1108/09556219310024788
M. London
Examines relationships between employment status (working full‐ or part‐time), age, gender, and career motivation variables (career resilience, insight, identity and desire for recognition). Study one focused on individuals in mid and late career. Subjects were 172 employees (mean age = 57.8, ranging from age 43 to 87) from a variety of organizations. Among the 76 men, age was related positively to career resilience and insight. Also, career resilience was higher for men working part‐time than full‐time. Among the women, age was related negatively to desire for recognition, especially for women working part‐time. Study two was conducted to determine the reliability of these relationships for a sample of full‐time employees, including younger as well as older workers. Subjects were 96 employees, 29 of whom were women, in a public utility company. Levels of resilience, insight, identity, and desire for recognition were comparable to the first study. Consistent with Study one, women′s need for recognition wa...
{"title":"CAREER MOTIVATION OF FULL‐ AND PART‐TIME WORKERS IN MID AND LATE CAREER","authors":"M. London","doi":"10.1108/09556219310024788","DOIUrl":"https://doi.org/10.1108/09556219310024788","url":null,"abstract":"Examines relationships between employment status (working full‐ or part‐time), age, gender, and career motivation variables (career resilience, insight, identity and desire for recognition). Study one focused on individuals in mid and late career. Subjects were 172 employees (mean age = 57.8, ranging from age 43 to 87) from a variety of organizations. Among the 76 men, age was related positively to career resilience and insight. Also, career resilience was higher for men working part‐time than full‐time. Among the women, age was related negatively to desire for recognition, especially for women working part‐time. Study two was conducted to determine the reliability of these relationships for a sample of full‐time employees, including younger as well as older workers. Subjects were 96 employees, 29 of whom were women, in a public utility company. Levels of resilience, insight, identity, and desire for recognition were comparable to the first study. Consistent with Study one, women′s need for recognition wa...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133626042","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 : 1993-03-01DOI: 10.1108/09556219310024779
E. T. Turner, P. Gaskill
The advent of space travel and long‐term space dwelling has precipitated the need for the development of Space Exercise Science. Because of the uniqueness of weightlessness conditions, microgravities, and isolation in space – special considerations for career planning in space exercise science must be initiated. The current trends, by many countries, to establish long‐term space ventures, by many countries, gives impetus to develop various new areas of study in space exercise science. The career implications for future exercise space‐scientists are many, including space nutrition, robotics, and exercise prescription and space cell physiology. Current Earth studies concerning radiation, immunology, and stress are linked with future space endeavours. Seeks to give an overview of current happenings in space physiology; and how these conditions transpose to create a new field for career planning in Space Exercise Science.
{"title":"SPACE TRAVEL AND HABITATION: EXERCISE SCIENCE CAREER IMPLICATIONS","authors":"E. T. Turner, P. Gaskill","doi":"10.1108/09556219310024779","DOIUrl":"https://doi.org/10.1108/09556219310024779","url":null,"abstract":"The advent of space travel and long‐term space dwelling has precipitated the need for the development of Space Exercise Science. Because of the uniqueness of weightlessness conditions, microgravities, and isolation in space – special considerations for career planning in space exercise science must be initiated. The current trends, by many countries, to establish long‐term space ventures, by many countries, gives impetus to develop various new areas of study in space exercise science. The career implications for future exercise space‐scientists are many, including space nutrition, robotics, and exercise prescription and space cell physiology. Current Earth studies concerning radiation, immunology, and stress are linked with future space endeavours. Seeks to give an overview of current happenings in space physiology; and how these conditions transpose to create a new field for career planning in Space Exercise Science.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1993-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128962631","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 : 1992-09-01DOI: 10.1108/09556219210018362
B. Hesketh, D. Gardner, D. Lissner
Reports a study aimed at using fuzzy ratings to examine the relationship of satisfaction to the fit between career path preferences and perceived career path opportunities among 53 senior engineer managers and 96 trainee engineers. Satisfaction was related to the perceived fit between preference and opportunities. Senior respondents′ actual career paths (managerial, technical, or those waiting for promotion into one or other path) were not well matched to their preferences, with those in paths that were less well matched being less satisfied. Despite a strong recognition of the importance of technical excellence in organizations, the managerial career path was perceived as providing the major opportunity for promotion. Outlines possible ways of dealing with the inherent conflict between managerial and technical roles; including recommendations for job evaluation systems, job redesign, and incentive payments to keep up with technical skills.
{"title":"TECHNICAL AND MANAGERIAL CAREER PATHS: AN UNRESOLVED DILEMMA","authors":"B. Hesketh, D. Gardner, D. Lissner","doi":"10.1108/09556219210018362","DOIUrl":"https://doi.org/10.1108/09556219210018362","url":null,"abstract":"Reports a study aimed at using fuzzy ratings to examine the relationship of satisfaction to the fit between career path preferences and perceived career path opportunities among 53 senior engineer managers and 96 trainee engineers. Satisfaction was related to the perceived fit between preference and opportunities. Senior respondents′ actual career paths (managerial, technical, or those waiting for promotion into one or other path) were not well matched to their preferences, with those in paths that were less well matched being less satisfied. Despite a strong recognition of the importance of technical excellence in organizations, the managerial career path was perceived as providing the major opportunity for promotion. Outlines possible ways of dealing with the inherent conflict between managerial and technical roles; including recommendations for job evaluation systems, job redesign, and incentive payments to keep up with technical skills.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127021518","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}
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