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1 – 10 of over 45000Nicolas Bazine, Léandre Alexis Chénard-Poirier, Adalgisa Battistelli and Marie-Christine Lagabrielle
This research examined the presence of career orientation profiles by investigating how young workers combined protean career orientation attitudes, motivation to learn to develop…
Abstract
Purpose
This research examined the presence of career orientation profiles by investigating how young workers combined protean career orientation attitudes, motivation to learn to develop one's career and an optimistic future perspective on their career. It explored how a differentiated endorsement of these attitudes and motivation (i.e. career orientation profiles) were associated with the adoption of multiple career-enhancing behaviors, namely proactive career behaviors (i.e. career planning, networking and skill development) and learning behaviors with technologies.
Design/methodology/approach
Latent profile analysis was conducted among young individuals starting their career (N = 767) and found four distinct profiles.
Findings
The first profile revealed that 17.2% of workers in this sample were displaying low levels in protean career orientation, motivation to learn and optimistic future time perspective (profile 1). Two differentiated profiles showed either low levels of protean career orientation and high levels of motivation to learn (profile 2) or high levels of protean career attitudes and low levels of motivation to learn (profile 3). These profiles presented an average level of future time perspective and represented 13.8 and 40.6% of the sample. Finally, 28.4% of the sample showed high levels on all these variables (profile 4).
Originality/value
Only young workers who showed high levels on all these indicators also presented high levels of proactive behaviors and learning with technologies. The other three profiles were associated with suboptimal levels on these outcomes. Taken together, these results offer new insights into the psychological state of mind of workers most adapted to succeed in a modern career.
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David Brougham and Jarrod Haar
The world of work is changing rapidly as a result of technology, with more workers being impacted by automation, the gig economy and temporary work contracts. This study focusses…
Abstract
Purpose
The world of work is changing rapidly as a result of technology, with more workers being impacted by automation, the gig economy and temporary work contracts. This study focusses on how employees perceive their disruption knowledge and how this perception impacts their career planning, career satisfaction and training behaviors.
Design/methodology/approach
The authors use data from 1,516 employees across a broad range of industries and professions from the United States (n = 505), New Zealand (n = 505) and Australia (n = 506).
Findings
The authors find that an employee's knowledge and research into automation positively influence how employees plan their careers, their career satisfaction and their training behaviors. While career planning is positively related to career satisfaction and training behavior, career satisfaction is negatively related to training behaviors. The authors test mediation effects and find consistently significant indirect effects, and these findings are all largely replicated across the three countries.
Originality/value
This study highlights the importance of understanding the processes that employees go through when thinking about disruption knowledge, their careers and the impact on their training behaviors.
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The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours…
Abstract
Purpose
The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours, namely, career planning, skill development and networking behaviour in this relationship.
Design/methodology/approach
Data for this study were collected from 176 employees who were working in a large food and beverage company operating in Pakistan. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses.
Findings
Results showed that servant leadership was positively related to career planning, skill development and networking behaviour, which, in turn, were positively associated with perceived employability. Furthermore, it was found that the three proactive career behaviours fully mediated the effects of servant leadership on perceived employability.
Practical implications
The findings of this study indicate that servant leadership can play a key role in enhancing workers’ employability. Thus, it is important that organisations focus on creating conditions, which help them to develop servant leaders.
Originality/value
This is the first study, which has empirically established a link between servant leadership and perceived employability. In addition, it uncovers three distinct mechanisms in the form of career planning, networking behaviour and skill development through which servant leadership can influence workers’ employability.
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Sjanne Marie Elyse van den Groenendaal, Silvia Rossetti, Mattis van den Bergh, T.A.M. (Dorien) Kooij and Rob. F. Poell
As the current “one size fits all” research approach is likely to be ineffective in identifying the conditions that promote the entrepreneurial career of the solo self-employed…
Abstract
Purpose
As the current “one size fits all” research approach is likely to be ineffective in identifying the conditions that promote the entrepreneurial career of the solo self-employed, this paper advances the current understanding of the heterogeneity among the solo self-employed.
Design/methodology/approach
A person-centered approach is used to identify groups among the solo self-employed based on their starting motives and to examine their engagement in proactive career behaviors.
Findings
Using Latent Class Analysis (LCA), six groups displaying distinct motivational profiles are identified: (1) the pushed by necessity, (2) entrepreneurs by heart, (3) control-seekers, (4) occupationally-driven, (5) challenge-seekers and (6) the family business-driven. In line with the argument that starting motives affect behavior because they reflect the future work selves that individuals aim for, results show that solo self-employed with distinct motivational profiles differ in their engagement in proactive career behaviors. For future research, it is recommended to examine the role of demographic characteristics in the engagement in proactive career behaviors.
Originality/value
Although starting motives among self-employed people have been studied frequently, this research applies an innovative methodological approach by using LCA. Hereby, a potentially more advanced configuration of starting motives is explored. Additionally, this study applies a career perspective towards the domain of solo self-employment by exploring how solo self-employed with distinct motivational profiles differ in terms of managing their entrepreneurial careers.
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Alfred Presbitero and Mendiola Teng-Calleja
Artificial intelligence (AI) continues to be deployed in workplaces. While there are many positive outcomes of AI integration, understanding the extent of its consequences on…
Abstract
Purpose
Artificial intelligence (AI) continues to be deployed in workplaces. While there are many positive outcomes of AI integration, understanding the extent of its consequences on employees is limited. Hence, this study examines employee perceptions of AI and the consequent influences on employee job attitudes and career behaviors. Utilizing the career self-management perspective, the authors explore the mechanisms related to employee perceptions of AI and potential career exploration behaviors.
Design/methodology/approach
The authors tested several hypotheses using employee survey data (N = 345 call center agents) collected from a firm that recently integrated AI in their operations. The authors collected data on four occasions (one-week intervals between data collection) to determine employee perceptions of AI taking over jobs (Time 1); job insecurity (Time 2); psychological distress (Time 3); and career exploration behavior (Time 4).
Findings
The findings reveal that perceptions of AI taking over jobs are significantly associated with higher career exploration behaviors. In addition, the authors found job insecurity and psychological distress as pathways that explain why employees having perceptions of AI taking over their jobs influences their career exploration behaviors.
Originality/value
These findings fill a gap in the literature by revealing how AI integration in the workplace, despite its many positive outcomes for organizations, can have a negative influence on employees. The negative employee perceptions of AI can lead to career exploration behaviors. From the career self-management perspective, the authors offer novel insights that have practical implications for talent management, particularly the need to communicate effectively to employees about AI integration in the workplace to avoid them feeling threatened and leaving their jobs.
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Yoonhee Park, Jin Gu Lee, Hong Jeon Jeong, Min Sub Lim and Mi-Rae Oh
The purpose of this study is to investigate the structural relationships between protean career attitude, career resilience, proactive career behavior and external employability.
Abstract
Purpose
The purpose of this study is to investigate the structural relationships between protean career attitude, career resilience, proactive career behavior and external employability.
Design/methodology/approach
This study sampled 212 training apprentice employees who participated in training programs using a proportional stratified sampling in South Korea. The study tested the research model using structural equation modeling.
Findings
This study revealed that protean career attitude influenced external employability through career resilience and proactive career behavior. Career resilience fully mediated the relationship between protean career attitude and external employability and partially mediated protean career attitude and proactive career behavior. Proactive career behavior also mediated the relationship between protean career attitude and external employability.
Research limitations/implications
This study has a limitation by relying on cross-sectional data. In terms of theoretical implications, this study can add new knowledge to the protean career research by demonstrating that the protean career attitude influences perceived external employability through career resilience and proactive career behavior for the sample of young training apprentice employees.
Originality/value
This study uncovers the dynamic processes between protean career attitude and perceived external employability. Moreover, this study’s sample is significant because training apprentice employees are mostly young in their 20s and 30s with less than three years of working experience and working in small and medium-sized enterprises in South Korea.
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Belinda Renee Barnett and Lisa Bradley
The purpose of this study was to examine the relationship between organisational support for career development (OSCD) and employees' career satisfaction. Based on an extended…
Abstract
Purpose
The purpose of this study was to examine the relationship between organisational support for career development (OSCD) and employees' career satisfaction. Based on an extended model of social cognitive career theory (SCCT) and an integrative model of proactive behaviours, the study proposed that career management behaviours would mediate the relationship between OSCD and career satisfaction, and between proactive personality and career satisfaction.
Design/methodology/approach
Public and private sector employees (N=90) participating in career development activities completed a survey regarding their proactivity, OSCD, career management behaviours and career satisfaction.
Findings
OSCD, proactive personality and career management behaviours were all positively related to career satisfaction and career management behaviours mediated the relationship between proactive personality and career satisfaction. There was no support for the career management behaviours mediating between OSCD and career satisfaction.
Research limitations/implications
This study provided support for the extended SCCT model by testing a subset of its proposed relationships using a cross‐sectional approach. The sample surveyed (employees participating in career development activities) and the large proportion of full‐time employees, may limit the generalisability of the findings. Future longitudinal research could more fully test the relationships proposed by the extended SCCT model and include a greater representation of part‐time and casual employees.
Practical implications
The results suggest that there are benefits for organisations and individuals investing in career development.. First, from an organisational perspective, investing in OSCD may enhance employees' career satisfaction. Second, employees may enhance their own career satisfaction by participating in career management behaviours.
Originality/value
This study integrated the predictions of two models (an extension of SCCT and a model of proactive behaviours) to test the influence of environmental (OSCD) and individual difference (proactive personality) variables on career satisfaction. Exploring how organisational and individual variables together influence career satisfaction provides a more balanced approach to theoretical development.
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Dan S. Chiaburu, Vicki L. Baker and Adrian H. Pitariu
This study aims to investigate the relationship between proactive personality and career self‐management behaviors (job mobility preparedness and developmental feedback‐seeking…
Abstract
Purpose
This study aims to investigate the relationship between proactive personality and career self‐management behaviors (job mobility preparedness and developmental feedback‐seeking behaviors), providing evidence for one mediator (career resilience) and one moderator (public self‐consciousness) on this relationship.
Design/methodology/approach
Data from 127 employees in one work organization, analyzed using regression analysis.
Findings
Proactive personality is positively related to career self‐management behaviors. Career resilience mediates this relationship. In addition, proactive personality and public self‐consciousness have an interactive effect, with developmental feedback‐seeking behaviors as the outcome.
Research limitations/implications
Despite the cross‐sectional nature of the study, the findings uncover mechanisms through which proactive personality is related to career self‐management behaviors. According to the findings, this relationship is subject to important intervening (career resilience) and boundary (public self‐consciousness) conditions.
Practical implications
The findings serve as a resource for practitioners interested in interventions. Specifically, practitioners in organizations where the results generalize can design interventions directed at enhancing the direct effect of proactive personality on career self‐management. These interventions can be directed to managing employees' career resilience and cognitively restructuring their public self‐consciousness perceptions.
Originality/value
This study adds to the literatures on career self‐management behaviors and proactive personality and explicates important intervening mechanisms in this relationship.
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Sabrine El Baroudi, Chen Fleisher, Svetlana N. Khapova, Paul Jansen and Julia Richardson
The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee…
Abstract
Purpose
The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee career satisfaction.
Design/methodology/approach
A two-wave quantitative investigation was conducted among alumni of a large public university in the Netherlands.
Findings
The results show that taking charge behavior mediates the positive relationship between employee ambition and career satisfaction. They also show that pay positively moderates this mediation, such that the relationship between employee ambition and taking charge behavior is stronger when ambitious employees receive an increase in pay, leading to increased career satisfaction. Conversely, a decrease in pay does not moderate ambitious employees’ taking charge behavior and the impact on their career satisfaction.
Research limitations/implications
The study draws on self-report data collected in one country: the Netherlands.
Practical implications
The study highlights the importance of pay for higher job involvement, demonstrating its impact on taking charge behavior among employees with higher levels of ambition.
Originality/value
This is the first empirical study to examine the impact of pay on employees’ taking charge behavior and the subsequent implications for career satisfaction.
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Roziah Mohd Rasdi, Thomas N. Garavan and Maimunah Ismail
The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the…
Abstract
Purpose
The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the context of a public sector organisation in Malaysia.
Design/methodology/approach
The study utilised a cross‐sectional design and investigated these relationships indicated on a sample of 288 managers from the Malaysian public sector.
Findings
The study found that increasing internal visibility was related to monthly income and subjective career success. Managerial level moderated the relationships between some types of networking and objective career success.
Research limitations/implications
The study was cross‐sectional in nature and involved a sample of managers from public sector organisations. However, there is scope to longitudinally investigate the impact of specific networking behaviours on both objective and subjective career success.
Practical implications
The study findings highlight the advantages that senior managers have in respect of networking opportunities and the importance of particular types of networking objective and subjective career success.
Originality/value
The study findings extend the knowledge of the value of networking and demonstrate that the relationships found in Western organisations also are true in Asian organisations and cultures and in public as well as private sector organisations.
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