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Article
Publication date: 2 September 2014

Shelly Y. McCallum, Monica L. Forret and Hans-Georg Wolff

The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and…

3853

Abstract

Purpose

The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment.

Design/methodology/approach

Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses.

Findings

The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment.

Research limitations/implications

Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist.

Practical implications

Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer.

Originality/value

Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.

Details

Career Development International, vol. 19 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 13 November 2007

Sherry E. Sullivan, Monica L. Forret and Lisa A. Mainiero

The purpose of this paper is to explore the under‐examined topic of career regrets. Although much of the careers literature has examined factors that contribute to success, little…

1438

Abstract

Purpose

The purpose of this paper is to explore the under‐examined topic of career regrets. Although much of the careers literature has examined factors that contribute to success, little research has been completed on the regrets individuals may experience as they enact their careers.

Design/methodology/approach

A large internet sample of 1,480 professionals was used to examine whether individuals who had been laid off in their careers experienced greater career regrets.

Findings

Individuals who had been laid off experienced greater regrets with regard to their political behavior (e.g. lack of networking, not being more politically savvy) and their career choices (e.g. not spending more time with their family, failing to pursue more meaningful work) than individuals who had not been laid off.

Research limitations/implications

The findings may have limited generalizability because of the use of a cross‐sectional, internet‐based survey design.

Practical implications

The regrets individuals have may influence their future career behaviors and choices, resulting in different approaches to their work and their lives. These findings may offer some insights to help individuals navigate their careers and make choices that they will be less likely to regret.

Originality/value

Although a great deal of research has focused on strategies for career success, relatively little research has examined career missteps or career regrets. It is hoped this exploratory research encourages further study as well as the development of a theory‐based model of career regrets.

Details

Journal of Managerial Psychology, vol. 22 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 December 2006

Howard S. Tu, Monica L. Forret and Sherry E. Sullivan

The aim of this paper is to conduct an exploratory empirical examination to determine if factors (e.g. demographic, human capital, motivational, and organizational) associated…

3173

Abstract

Purpose

The aim of this paper is to conduct an exploratory empirical examination to determine if factors (e.g. demographic, human capital, motivational, and organizational) associated with career success in Western countries are also related to the career outcomes of Chinese managers.

Design/methodology/approach

Survey data were obtained from 139 managers working in China. Correlation and regression analyses were performed to examine the relationship among common predictors of career success and the actual outcomes of Chinese managers.

Findings

Predictors of two career outcomes were explored: total compensation and career satisfaction. Although some of the findings were similar to the findings of studies on the career outcomes of managers in Western countries, there were some surprising differences. The results showed that women and top‐level decision makers had higher total compensation. Furthermore, holding a middle management (as opposed to a line management) position, and perceptions that one's organization was successful were associated with greater career satisfaction.

Research limitations/implications

The difficulties of conducting research in another country, especially one under communist rule, resulted in a relatively small sample size, which may limit the generalizability of the findings.

Practical implications

Knowledge of the career processes of Chinese managers is important for the growing number of Western firms investing in and conducting business in China as well as for Chinese firms in their attempts to increase their efficiency and productivity.

Originality/value

Although there have been calls to expand research on careers outside the West, to date there are few published studies on the career experiences of those in Asian countries, especially in China. This research highlights the importance of country context in the study of careers in non‐western settings and tests the generalizability of Western findings on career success.

Details

Career Development International, vol. 11 no. 7
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 1 June 1996

Monica L. Forret

Formal mentoring programmes are a recent innovation in organizations. Describes interviews with managers of five organizations who were involved in the development and…

2432

Abstract

Formal mentoring programmes are a recent innovation in organizations. Describes interviews with managers of five organizations who were involved in the development and implementation of their company’s mentoring programme. Provides examples of the types of issues that arose and how they were resolved.

Details

Leadership & Organization Development Journal, vol. 17 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 19 June 2009

Sherry E. Sullivan, Monica L. Forret, Shawn M. Carraher and Lisa A. Mainiero

The purpose of this paper is to examine, utilising the Kaleidoscope Career Model, whether members of the Baby Boom generation and Generation X differ in their needs for…

12137

Abstract

Purpose

The purpose of this paper is to examine, utilising the Kaleidoscope Career Model, whether members of the Baby Boom generation and Generation X differ in their needs for authenticity, balance, and challenge.

Design/methodology/approach

Survey data were obtained from 982 professionals located across the USA. Correlations, t‐tests, and multiple regressions were performed to test the hypotheses.

Findings

Members of Generation X have higher needs for authenticity and balance than Baby Boomers. There was no difference in needs for challenge between Baby Boomers and members of Generation X.

Research limitations/implications

A limitation in the study, as well as in most of the research on generational differences, is the use of cross‐sectional designs that fail to capture the influence of the aging process. A longitudinal, multi‐survey design over the lives of individuals would enable scholars to capture within‐ and between‐person differences and to permit a better understanding of whether differences are in fact due to generational effects or to aging.

Practical implications

Knowledge of the differences and similarities among the various generations in the workforce can help organizational leaders make important decisions about human resource policies and practices.

Originality/value

Many studies in the popular press stress the prevalence and importance of generational differences in the workplace. However, the little academic research that has been conducted has shown mixed results. The study uses the theoretical framework of the Kaleidoscope Career Model to examine generational differences in work attitudes.

Details

Career Development International, vol. 14 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 9 May 2008

Monica Forret and Mary Sue Love

The purpose of this investigation is to explore whether perceptions of organizational justice are related to coworker trust and morale. As jobs have become more broadly defined…

7422

Abstract

Purpose

The purpose of this investigation is to explore whether perceptions of organizational justice are related to coworker trust and morale. As jobs have become more broadly defined and collaboration with colleagues has become increasingly important for accomplishing work, coworker relationships are especially critical to manage effectively.

Design/methodology/approach

Survey packets were distributed to 364 non‐supervisory employees at six small companies in a large Midwestern city in the USA. Useable surveys were returned from 264 respondents for a response rate of 72 percent.

Findings

The results showed that distributive, procedural, and interactional justice perceptions are related to perceptions of coworkers. The distribution of rewards, organizational policies and procedures, and interpersonal treatment by supervisors are related to coworker trust and morale.

Research limitations/implications

This study was a cross‐sectional field study with the data collected at one point in time, precluding statements regarding causality. In addition, common method variance is a concern given the use of a self‐report survey.

Practical implications

The results highlight the importance of fairness in rewards, procedures, and treatment for productive coworker relationships. Suggestions are provided for managers to enhance perceptions of distributive, procedural, and interactional justice in the workplace.

Originality/value

Prior research on justice has focused primarily on individual and organizational outcomes. The study adds to this research base by examining whether perceptions of justice are associated with the quality of coworker relationships.

Details

Leadership & Organization Development Journal, vol. 29 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 3 April 2007

Yehuda Baruch

470

Abstract

Details

Career Development International, vol. 12 no. 2
Type: Research Article
ISSN: 1362-0436

Article
Publication date: 1 June 1996

Martin Fojt

There are many different views and opinions held about the value of training. Some people, of course, reach the top without any formal training whatsoever and expect others to…

Abstract

There are many different views and opinions held about the value of training. Some people, of course, reach the top without any formal training whatsoever and expect others to do the same. This is all well and good if, presumably, you are able to train yourself. Most need the support of formally organized training courses or continuous learning, working on the assumption that there are always things to learn. It does not matter how old or experienced you are, there will always be a gap in your knowledge that requires attention. Beware the people who know it all as they will be the ones who have the blind spots and just cannot see trouble ahead. If these people are at the top of the organization and just happened to be in the right place at the right time, which could happen if an organization has been particluarly successful, then this could have disastrous consequences on the business. Business means change, and if you cannot cope or are not prepared to accept or adapt to this change, the end result is inevitable.

Details

Industrial and Commercial Training, vol. 28 no. 6
Type: Research Article
ISSN: 0019-7858

Article
Publication date: 1 July 1997

Eric Sandelands

Discusses, in this special issue, material grouped under four main headings: tomorrow’s executive challenges; effective organizational learning; the virtual university model; and…

6490

Abstract

Discusses, in this special issue, material grouped under four main headings: tomorrow’s executive challenges; effective organizational learning; the virtual university model; and effective training capabilities. The items included are brief and to the point allowing the reader to take on board ranges of ideas and issues. Includes studies on IKEA; mentoring; Whitbread; Polaroid; BAA; Sema Group; Starbucks and McDonalds, among others.

Details

Industrial and Commercial Training, vol. 29 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 October 2005

Monica Forret and Suzanne de Janasz

This study sets out to examine whether protégés have more favorable perceptions of an organization's culture for balancing work and family than non‐protégés.

3717

Abstract

Purpose

This study sets out to examine whether protégés have more favorable perceptions of an organization's culture for balancing work and family than non‐protégés.

Design/methodology/approach

Data were obtained from 418 employees of a major public accounting firm who completed a survey on mentoring and work‐family issues. Correlation analyses, t‐tests, and regressions were performed to test the hypotheses.

Findings

The results strongly support the view that protégés had more favorable perceptions than non‐protégés of the organization's work‐family culture – the degree to which integration of employees' work and family lives is supported. Having a mentor was significantly related to each component of work‐family culture (managerial support, time demands, and career consequences) in the predicted direction.

Research limitations/implications

By focusing on respondents in a single firm, it is impossible to determine whether the findings generalize to individuals in other industries or companies.

Practical implications

To attract and retain employees, organizations have become increasingly concerned about their cultures for balancing work and family. By encouraging mentoring, organizations can transmit the message to their employees of resources and support available to help achieve balance.

Originality/value

Despite strong interest in the fields of mentoring and work‐family balance, few research studies have attempted to link these two domains. This research integrates these areas and demonstrates the important role mentors play in developing perceptions of an organization's culture for work‐family balance.

Details

Career Development International, vol. 10 no. 6/7
Type: Research Article
ISSN: 1362-0436

Keywords

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