Pub Date : 1992-03-01DOI: 10.1108/09556219210009506
S. Sullivan
Super′s theory of career stages has not yet been tested with individuals who are planning to retire. In this present research, results from a longitudinal investigation of academics at a large midwestern institution show that individuals in the disengagement stage are more likely to retire than individuals in the maintenance stage. In addition, individuals in the disengagement stage are more likely to choose early retirement than those in the maintenance stage. Discusses implications for managers and directions for future research.
{"title":"EFFECTS OF CAREER STAGE ON RETIREMENT: A LONGITUDINAL ANALYSIS","authors":"S. Sullivan","doi":"10.1108/09556219210009506","DOIUrl":"https://doi.org/10.1108/09556219210009506","url":null,"abstract":"Super′s theory of career stages has not yet been tested with individuals who are planning to retire. In this present research, results from a longitudinal investigation of academics at a large midwestern institution show that individuals in the disengagement stage are more likely to retire than individuals in the maintenance stage. In addition, individuals in the disengagement stage are more likely to choose early retirement than those in the maintenance stage. Discusses implications for managers and directions for future research.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"11 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132571206","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: 10.1108/09556219210009533
P. Stevens
Addresses the issue of career planning; rather than being a series of haphazard moves it should involve people actively planning their future careers and knowing the skills of self‐development and self‐knowledge.
{"title":"CAREER PLANNING FOR THE INDIVIDUAL","authors":"P. Stevens","doi":"10.1108/09556219210009533","DOIUrl":"https://doi.org/10.1108/09556219210009533","url":null,"abstract":"Addresses the issue of career planning; rather than being a series of haphazard moves it should involve people actively planning their future careers and knowing the skills of self‐development and self‐knowledge.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"46 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1992-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114119543","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: 10.1108/09556219210009524
Yoav Vardi
Describes a study in which actual mobility paths of 94 managers in a special governmental agency in Israel were analysed, in order to identify important career enhancers. This primarily exploratory study was designed after managers expressed concerns about the implicit role of such factors which may not reflect formal career policy. Managers at the agency, which is involved in marketing and procurement of defence‐related goods, oversee field activities and support or administrative functions. Data from computerized personnel files were analysed through the use of transition matrices and statistical analyses. Two factors enhancing managerial careers in the agency emerged: an entry field job (an assessment position), and previous military career (an assessment career). These informal career contingencies may reflect a latent opportunity structure not formally recognized by the organization, but perhaps understood and internalized by members. By implication, managers who recognize such contingencies and mana...
{"title":"MANAGERIAL PROMOTIONS IN A PUBLIC AGENCY: IMPLICATIONS FOR SECOND CAREERS","authors":"Yoav Vardi","doi":"10.1108/09556219210009524","DOIUrl":"https://doi.org/10.1108/09556219210009524","url":null,"abstract":"Describes a study in which actual mobility paths of 94 managers in a special governmental agency in Israel were analysed, in order to identify important career enhancers. This primarily exploratory study was designed after managers expressed concerns about the implicit role of such factors which may not reflect formal career policy. Managers at the agency, which is involved in marketing and procurement of defence‐related goods, oversee field activities and support or administrative functions. Data from computerized personnel files were analysed through the use of transition matrices and statistical analyses. Two factors enhancing managerial careers in the agency emerged: an entry field job (an assessment position), and previous military career (an assessment career). These informal career contingencies may reflect a latent opportunity structure not formally recognized by the organization, but perhaps understood and internalized by members. By implication, managers who recognize such contingencies and mana...","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":"125537983","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 : 1991-12-01DOI: 10.1108/EUM0000000003859
Fred A. Mael
Employee desires for promotions and upward mobility have been threatened by recent changes in organisations and workplace demographics, leading to a call for reassessment of career goals. However, the Presthus (1978) typology of dispositionally based orientations towards upward mobility proposes a relationship between desire for career upward mobility (DCUM) and positive job/organisational attitudes. Other theorists and researchers have reached the opposite conclusion. The Presthus model was tested and received minimal support. Also, contrary to Presthus, males were not higher in DCUM. Implications for reframing of the research issues and the practice of career development are discussed.
{"title":"DESIRE FOR CAREER UPWARD MOBILITY AND WORKPLACE ADAPTATION","authors":"Fred A. Mael","doi":"10.1108/EUM0000000003859","DOIUrl":"https://doi.org/10.1108/EUM0000000003859","url":null,"abstract":"Employee desires for promotions and upward mobility have been threatened by recent changes in organisations and workplace demographics, leading to a call for reassessment of career goals. However, the Presthus (1978) typology of dispositionally based orientations towards upward mobility proposes a relationship between desire for career upward mobility (DCUM) and positive job/organisational attitudes. Other theorists and researchers have reached the opposite conclusion. The Presthus model was tested and received minimal support. Also, contrary to Presthus, males were not higher in DCUM. Implications for reframing of the research issues and the practice of career development are discussed.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128189263","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 : 1991-12-01DOI: 10.1108/EUM0000000003861
J. Kisch, C. W. Ryan
Critical impediments for women in leadership positions, both in the corporate and educational sector, continue to block progress. Identifies barriers to success from a socio‐cultural and psychological perspective, such as sex‐role stereotyping, few female role models, and societal attitudes towards women as leaders. Barriers impeding success are procrastination, lack of acceptance, and “it′s a man′s world” attitude. University personnel planning leadership training programmes must consider the needs stated by respondents to this survey and offer seminars based on their specific requests. Requested programmes included: effective communication skills, stress management, time management, problem solving, team building, public speaking, supervisory skills, organisational politics, human relations skills, and self‐esteem building.
{"title":"PERCEPTUAL BARRIERS TO LEADERSHIP: ADVANCEMENT FOR CORPORATE SECTOR WOMEN","authors":"J. Kisch, C. W. Ryan","doi":"10.1108/EUM0000000003861","DOIUrl":"https://doi.org/10.1108/EUM0000000003861","url":null,"abstract":"Critical impediments for women in leadership positions, both in the corporate and educational sector, continue to block progress. Identifies barriers to success from a socio‐cultural and psychological perspective, such as sex‐role stereotyping, few female role models, and societal attitudes towards women as leaders. Barriers impeding success are procrastination, lack of acceptance, and “it′s a man′s world” attitude. University personnel planning leadership training programmes must consider the needs stated by respondents to this survey and offer seminars based on their specific requests. Requested programmes included: effective communication skills, stress management, time management, problem solving, team building, public speaking, supervisory skills, organisational politics, human relations skills, and self‐esteem building.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127853295","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 : 1991-12-01DOI: 10.1108/EUM0000000003858
L. Still, C. Guerin
In recent years women have made considerable progress in management and self‐employment. However, there has been little attempt to develop a career development perspective of women which may assist their further advance in the workforce or to help them overcome inhibiting factors preventing them from achieving career goals. Two Australian studies suggest that managerial women reveal a number of career patterns depending on whether they are organisationally or entrepreneurially inclined. For instance, organisational (enterprise) women managers can be divided into self‐made and professional groupings, with further distinguishing career patterns. Entrepreneurial/self‐employed women exhibit another variety of career patterns according to the nature of the business entity they have chosen to operate. The results suggest that there is great heterogeneity in the range of managerial careers for women, and that this heterogeneity has more to do with contextual factors than gender‐specific issues.
{"title":"CAREER TYPOLOGIES OF WOMEN MANAGERS AND ENTREPRENEURS","authors":"L. Still, C. Guerin","doi":"10.1108/EUM0000000003858","DOIUrl":"https://doi.org/10.1108/EUM0000000003858","url":null,"abstract":"In recent years women have made considerable progress in management and self‐employment. However, there has been little attempt to develop a career development perspective of women which may assist their further advance in the workforce or to help them overcome inhibiting factors preventing them from achieving career goals. Two Australian studies suggest that managerial women reveal a number of career patterns depending on whether they are organisationally or entrepreneurially inclined. For instance, organisational (enterprise) women managers can be divided into self‐made and professional groupings, with further distinguishing career patterns. Entrepreneurial/self‐employed women exhibit another variety of career patterns according to the nature of the business entity they have chosen to operate. The results suggest that there is great heterogeneity in the range of managerial careers for women, and that this heterogeneity has more to do with contextual factors than gender‐specific issues.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"21 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120926019","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 : 1991-12-01DOI: 10.1108/EUM0000000003860
R. Bourgeois, T. Wils
Examines the possible relationships between late career disengagement from work and satisfaction with and adaptation to retirement for a sample of 73 retirees. Also explores personality dynamics, values and professional interests of the respondents in relation to the career disengagement phenomenon.
{"title":"LATE CAREER DISENGAGEMENT AND RETIREMENT SATISFACTION","authors":"R. Bourgeois, T. Wils","doi":"10.1108/EUM0000000003860","DOIUrl":"https://doi.org/10.1108/EUM0000000003860","url":null,"abstract":"Examines the possible relationships between late career disengagement from work and satisfaction with and adaptation to retirement for a sample of 73 retirees. Also explores personality dynamics, values and professional interests of the respondents in relation to the career disengagement phenomenon.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121874859","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 : 1991-09-01DOI: 10.1108/EUM0000000003857
C. Jackson
Implementing career development activities is likely to be a major activity for organisations in the 1990s in Britain. Some of the reasons for this development are outlined, the range of possible careers interventions is described and issues involved with implementing individual career planning activities in UK organisations are discussed. Organisations' experiences in running particular career interventions and the initiatives that could be used are also discussed. Major challenges for companies are: (1) to select an appropriate mix of career-planning activities for their employees that will provide the appropriate level of support to individuals; (2) to decide when, in an individual's career, particular careers interventions should be available; (3) to target interventions at specific groups of employees. Encouraging career planning also requires organisations to examine carefully the information available to employees and has training consequences for personnel and line managers.
{"title":"Career Development: The Challenge for Organisations/Развитие карьеры: проблема для организаций","authors":"C. Jackson","doi":"10.1108/EUM0000000003857","DOIUrl":"https://doi.org/10.1108/EUM0000000003857","url":null,"abstract":"Implementing career development activities is likely to be a major activity for organisations in the 1990s in Britain. Some of the reasons for this development are outlined, the range of possible careers interventions is described and issues involved with implementing individual career planning activities in UK organisations are discussed. Organisations' experiences in running particular career interventions and the initiatives that could be used are also discussed. Major challenges for companies are: (1) to select an appropriate mix of career-planning activities for their employees that will provide the appropriate level of support to individuals; (2) to decide when, in an individual's career, particular careers interventions should be available; (3) to target interventions at specific groups of employees. Encouraging career planning also requires organisations to examine carefully the information available to employees and has training consequences for personnel and line managers.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133146328","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 : 1991-09-01DOI: 10.1108/09556219110007310
M. Helms, P. Dileepan
A survey is reported of 473 recent graduates in education and liberal arts from an urban south‐eastern US university. Three main questions are addressed: Did the graduates gain initial postgraduation employment within their own major?; Did the graduates have a job lined up at the time of graduation?; Did students tend to pick majors that focused on specific occupational areas? The survey was carried out by telephone and 307 completed responses were achieved. The replies were statistically analysed. The results refute the speculative contention that graduates in education and liberal arts are either unprepared for specific occupational employment or remain unemployed for a long period after graduation. The most important factors influencing the success of graduates in obtaining a first job in their respective majors are pregraduation work and the use of job‐search services. Furthermore, those graduates who had selected their major with a specific occupation in mind were the first to obtain jobs with salari...
{"title":"JOB SEARCH AND EMPLOYMENT AMONG EDUCATION AND LIBERAL ARTS GRADUATES","authors":"M. Helms, P. Dileepan","doi":"10.1108/09556219110007310","DOIUrl":"https://doi.org/10.1108/09556219110007310","url":null,"abstract":"A survey is reported of 473 recent graduates in education and liberal arts from an urban south‐eastern US university. Three main questions are addressed: Did the graduates gain initial postgraduation employment within their own major?; Did the graduates have a job lined up at the time of graduation?; Did students tend to pick majors that focused on specific occupational areas? The survey was carried out by telephone and 307 completed responses were achieved. The replies were statistically analysed. The results refute the speculative contention that graduates in education and liberal arts are either unprepared for specific occupational employment or remain unemployed for a long period after graduation. The most important factors influencing the success of graduates in obtaining a first job in their respective majors are pregraduation work and the use of job‐search services. Furthermore, those graduates who had selected their major with a specific occupation in mind were the first to obtain jobs with salari...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115538816","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 : 1991-09-01DOI: 10.1108/EUM0000000003856
Michael J. Howley
The increase in the number of MBAs in the UK and the rationalisation and restructuring of British companies mean that an MBA alone is not enough to guarantee a successful career, particularly in one company. The evidence indicates that MBAs must be prepared to find new employment when necessary. A review is given of the bodies which can provide help in this respect: recruitment agencies; executive search firms; outplacement consultancies; the business schools; and career management consultants. It is suggested that the most obvious source of advice is career management consultants; the cost of their services is relatively low compared with the total cost of obtaining the MBA itself.
{"title":"CAREER MANAGEMENT FOR TODAY′S MBAs","authors":"Michael J. Howley","doi":"10.1108/EUM0000000003856","DOIUrl":"https://doi.org/10.1108/EUM0000000003856","url":null,"abstract":"The increase in the number of MBAs in the UK and the rationalisation and restructuring of British companies mean that an MBA alone is not enough to guarantee a successful career, particularly in one company. The evidence indicates that MBAs must be prepared to find new employment when necessary. A review is given of the bodies which can provide help in this respect: recruitment agencies; executive search firms; outplacement consultancies; the business schools; and career management consultants. It is suggested that the most obvious source of advice is career management consultants; the cost of their services is relatively low compared with the total cost of obtaining the MBA itself.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129122718","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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