Pub Date : 1992-09-01DOI: 10.1108/09556219210018353
M. Helms, Ken R. Adcock
An exploratory case study examines attitudes and career aspirations of college freshmen. Findings indicate that students show almost no interest in pursuing manufacturing careers even though they are strongly interested in manufacturing concerns including the quality of American products, government policy, and labour‐management relations. Regardless of family background, income or parent′s occupation, students shared similar attitudes towards manufacturing. Also presents ways to change these attitudes and possible areas for future research.
{"title":"FRESHMAN ATTITUDES TOWARDS MANUFACTURING CAREERS","authors":"M. Helms, Ken R. Adcock","doi":"10.1108/09556219210018353","DOIUrl":"https://doi.org/10.1108/09556219210018353","url":null,"abstract":"An exploratory case study examines attitudes and career aspirations of college freshmen. Findings indicate that students show almost no interest in pursuing manufacturing careers even though they are strongly interested in manufacturing concerns including the quality of American products, government policy, and labour‐management relations. Regardless of family background, income or parent′s occupation, students shared similar attitudes towards manufacturing. Also presents ways to change these attitudes and possible areas for future research.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"52 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":"124180330","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: 10.1108/09556219210018371
Alistair Rylatt, J. Moy
Reports a study of 245 Australian organizations which finds that 52.7 per cent claim they have a career development system. This comprehensive analysis examines the reasons why career development was established, plus plans for the future. A further 22.4 per cent of organizations were planning to implement career development. Simultaneous studies were being undertaken in the USA, Europe and Singapore under the auspices of the American Society of Training and Development.
{"title":"CAREER DEVELOPMENT PRACTICES IN SELECTED AUSTRALIAN ORGANIZATIONS","authors":"Alistair Rylatt, J. Moy","doi":"10.1108/09556219210018371","DOIUrl":"https://doi.org/10.1108/09556219210018371","url":null,"abstract":"Reports a study of 245 Australian organizations which finds that 52.7 per cent claim they have a career development system. This comprehensive analysis examines the reasons why career development was established, plus plans for the future. A further 22.4 per cent of organizations were planning to implement career development. Simultaneous studies were being undertaken in the USA, Europe and Singapore under the auspices of the American Society of Training and Development.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"73 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":"123895645","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: 10.1108/09556219210018399
C. Scott, A. Burns, G. Cooney
Explores motives for return to study amongst a sample of single and married mothers who had graduated from four Australian universities as mature students, using a modified version of Maslin′s Continuing Education Women′s Motive Questionnaire. Exploratory factor analysis yielded five motive factors which were somewhat different from those found in two American samples: self‐evaluation/autonomy and vocational/family advancement were the most strongly endorsed motives. Scales derived from the factors were tested for their relationship to entry‐to‐study variables. All variables related significantly to one or more scales with previous educational experience the best predictor of motivation.
{"title":"RETURN TO STUDY AS MATURE STUDENTS: SINGLE AND MARRIED MOTHERS′ MOTIVES","authors":"C. Scott, A. Burns, G. Cooney","doi":"10.1108/09556219210018399","DOIUrl":"https://doi.org/10.1108/09556219210018399","url":null,"abstract":"Explores motives for return to study amongst a sample of single and married mothers who had graduated from four Australian universities as mature students, using a modified version of Maslin′s Continuing Education Women′s Motive Questionnaire. Exploratory factor analysis yielded five motive factors which were somewhat different from those found in two American samples: self‐evaluation/autonomy and vocational/family advancement were the most strongly endorsed motives. Scales derived from the factors were tested for their relationship to entry‐to‐study variables. All variables related significantly to one or more scales with previous educational experience the best predictor of motivation.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"79 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":"130652685","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: 10.1108/09556219210018380
M. Guterman
As organizations restructure and downsize to remain competitive, there are a number of short and long range consequences that impact on organizational effectiveness and productivity. Discusses organizational restructuring from a career development perspective, showing how career development practitioners can guide organizations in minimizing the negative consequences of downsizing. Discusses briefly the dynamics of restructuring, especially as it impacts on surviving employees, and it offers suggestions, such as career planning workshops and transition training, that career development practitioners can bring to their organizations. Advises that common sense is the most potent force in the restructuring process. Concludes by proposing that career development practitioners challenge the basic assumptions that lead organizations to see restructuring as nothing more than a cost of doing business.
{"title":"THE DOWNSIDE OF DOWNSIZING: RETAINING THE PRODUCTIVITY EDGE IN AN AGE OF RESTRUCTURING","authors":"M. Guterman","doi":"10.1108/09556219210018380","DOIUrl":"https://doi.org/10.1108/09556219210018380","url":null,"abstract":"As organizations restructure and downsize to remain competitive, there are a number of short and long range consequences that impact on organizational effectiveness and productivity. Discusses organizational restructuring from a career development perspective, showing how career development practitioners can guide organizations in minimizing the negative consequences of downsizing. Discusses briefly the dynamics of restructuring, especially as it impacts on surviving employees, and it offers suggestions, such as career planning workshops and transition training, that career development practitioners can bring to their organizations. Advises that common sense is the most potent force in the restructuring process. Concludes by proposing that career development practitioners challenge the basic assumptions that lead organizations to see restructuring as nothing more than a cost of doing business.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"1 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":"130969865","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 : 1992-06-01DOI: 10.1108/09556219210014799
Pamela R. Johnson, Julie Indvik
Just as human capital is being increasingly recognized as the source of organizations′ sustained competitiveness in the global economy, so too must “mental capital” be recognized as the source of sustained career development for individuals in the “white water” business climate of the 1990s. Describes several tools for using mental capital proactively in order to enhance personal empowerment and manage careers more effectively. Methods for working directly with mental images can not only improve self‐fulfilling prophecies but also enhance creativity. These methods can also be useful for career practitioners in their role of educating employees in the use of inner resources.
{"title":"THE MINDFUL USE OF MENTAL CAPITAL IN CAREER DEVELOPMENT","authors":"Pamela R. Johnson, Julie Indvik","doi":"10.1108/09556219210014799","DOIUrl":"https://doi.org/10.1108/09556219210014799","url":null,"abstract":"Just as human capital is being increasingly recognized as the source of organizations′ sustained competitiveness in the global economy, so too must “mental capital” be recognized as the source of sustained career development for individuals in the “white water” business climate of the 1990s. Describes several tools for using mental capital proactively in order to enhance personal empowerment and manage careers more effectively. Methods for working directly with mental images can not only improve self‐fulfilling prophecies but also enhance creativity. These methods can also be useful for career practitioners in their role of educating employees in the use of inner resources.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130276549","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 : 1992-06-01DOI: 10.1108/09556219210014780
D. Sundstrom, B. Kleiner
Discusses the implementation of a positive “downshifting” strategy in the light of slower corporate growth and the 1990‐91 recession. Offers advice on how to overcome the negative corporate culture, as it relates to downshifting and downward moves generally, and retain and grow employees.
{"title":"DOWNSHIFTING: THE NEW CAREER MANAGEMENT STYLE","authors":"D. Sundstrom, B. Kleiner","doi":"10.1108/09556219210014780","DOIUrl":"https://doi.org/10.1108/09556219210014780","url":null,"abstract":"Discusses the implementation of a positive “downshifting” strategy in the light of slower corporate growth and the 1990‐91 recession. Offers advice on how to overcome the negative corporate culture, as it relates to downshifting and downward moves generally, and retain and grow employees.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"182 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134055963","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 : 1992-06-01DOI: 10.1108/09556219210014807
M. London
Explores organizational conditions associated with continued career opportunities for older workers. Specifically, examines relationships between selected organizational conditions (size, industry, and recent hiring level); need for older workers (organizational growth and labour shortage); age composition of the workforce; initiatives to accommodate, use and develop older workers; employers′ attitudes towards older workers; and employers′ interest in participating in a job fair to hire older workers. Data were collected in 306 firms in one geographic area. The results show that accommodating, using, and training older workers were related to need and age composition of the employee body. Desire to hire older workers in the future was linked to organization size, need, and existing programmes which accommodate older workers. Discusses the results in terms of employers′ increasing willingness to accommodate and retain older workers by providing opportunities for continued development.
{"title":"WHEN OLDER WORKERS ARE NOT EXPENDABLE: ORGANIZATIONAL CONDITIONS ASSOCIATED WITH HIRING AND DEVELOPING PEOPLE OVER AGE 55","authors":"M. London","doi":"10.1108/09556219210014807","DOIUrl":"https://doi.org/10.1108/09556219210014807","url":null,"abstract":"Explores organizational conditions associated with continued career opportunities for older workers. Specifically, examines relationships between selected organizational conditions (size, industry, and recent hiring level); need for older workers (organizational growth and labour shortage); age composition of the workforce; initiatives to accommodate, use and develop older workers; employers′ attitudes towards older workers; and employers′ interest in participating in a job fair to hire older workers. Data were collected in 306 firms in one geographic area. The results show that accommodating, using, and training older workers were related to need and age composition of the employee body. Desire to hire older workers in the future was linked to organization size, need, and existing programmes which accommodate older workers. Discusses the results in terms of employers′ increasing willingness to accommodate and retain older workers by providing opportunities for continued development.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122852047","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 : 1992-06-01DOI: 10.1108/09556219210014816
Stephen A. Stumpf
Starting a business, launching a new product or venture, or becoming an entrepreneur is a goal expressed by many people sometime during their career. Such goals are often among the two or three career alternatives being considered by business students during the exploration stage of their career (e.g. ages 17 to 30). Yet relatively little information is available in the career choice literature about the distinctive aspects of an entrepreneurial career. Because an entrepreneurial career places many unique demands on those who pursue it, it is important to know how entrepreneurs might differ from non‐entrepreneurs and how an entrepreneurial context differs from a mature business context.
{"title":"CAREER GOAL: ENTREPRENEUR?","authors":"Stephen A. Stumpf","doi":"10.1108/09556219210014816","DOIUrl":"https://doi.org/10.1108/09556219210014816","url":null,"abstract":"Starting a business, launching a new product or venture, or becoming an entrepreneur is a goal expressed by many people sometime during their career. Such goals are often among the two or three career alternatives being considered by business students during the exploration stage of their career (e.g. ages 17 to 30). Yet relatively little information is available in the career choice literature about the distinctive aspects of an entrepreneurial career. Because an entrepreneurial career places many unique demands on those who pursue it, it is important to know how entrepreneurs might differ from non‐entrepreneurs and how an entrepreneurial context differs from a mature business context.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"73 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132749474","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 : 1992-03-01DOI: 10.1108/09556219210009515
C. Margerison, D. McCann
Illustrates the uses of the Types of Work Index (TWI) and the Team Management Index (TMI) as instruments to help identify and use personal job fit within the Team Management Wheel. Also shows uses in a number of key work issues, for example recruitment and selection, personal work choice and inter‐team co‐operation.
{"title":"HOW TO CHOOSE THE JOB YOU LIKE","authors":"C. Margerison, D. McCann","doi":"10.1108/09556219210009515","DOIUrl":"https://doi.org/10.1108/09556219210009515","url":null,"abstract":"Illustrates the uses of the Types of Work Index (TWI) and the Team Management Index (TMI) as instruments to help identify and use personal job fit within the Team Management Wheel. Also shows uses in a number of key work issues, for example recruitment and selection, personal work choice and inter‐team co‐operation.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124114370","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 : 1992-03-01DOI: 10.1108/09556219210009498
M. Helms, G. Thibadoux
Measures the effects of experiences of undergraduate business students completing the Summer Study Abroad programme. Information was gathered through structured questionnaires and informal interviews. Responses were grouped into four areas: cognitive changes; cultural awareness; personal growth; and changes in subsequent behaviour. Results indicate that the international study programme has an extensive and lasting effect on participants, leading to greater cultural awareness, personal growth and an interest in worldwide affairs.
{"title":"MEASURING CHANGES IN STUDENTS′ PERCEPTIONS AND CAREER PLANS: EFFECTS OF STUDY ABROAD","authors":"M. Helms, G. Thibadoux","doi":"10.1108/09556219210009498","DOIUrl":"https://doi.org/10.1108/09556219210009498","url":null,"abstract":"Measures the effects of experiences of undergraduate business students completing the Summer Study Abroad programme. Information was gathered through structured questionnaires and informal interviews. Responses were grouped into four areas: cognitive changes; cultural awareness; personal growth; and changes in subsequent behaviour. Results indicate that the international study programme has an extensive and lasting effect on participants, leading to greater cultural awareness, personal growth and an interest in worldwide affairs.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128065417","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：