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The issue of career orientations has become a critical component of career development of professionals in a rapidly changing world. This study examines the career orientations held by professionals and the relationship between of career orientations with background variables and career path preference. Data were obtained from 138 professionals by a questionnaire. The findings suggest that professionals have high organisational stability, sense of service and entrepreneurial creativity, but low technical/functional and life style integration anchors.

Based on a preliminary field research of career development systems for technical professionals, combined with a survey of 442 design engineers in the food processing and packaging machinery industries, the aim of this paper is to investigate the correlation between demographic variables, career values, success orientation and career route preferences. The purpose of this study is to add elements of discussion to the long‐lasting debate about the evaluation of alternative modes of career development for technical professionals.

This article introduces mass career customization, a system that encourages a continuous collaboration between employer and employee to design customized career paths, taking into account both the changing needs of the business and employees' changing lives. mass career customization is an adaptive model of career progression that offers employees career‐long options for keeping their work and personal lives in sync and employers the long‐term loyalty of their best and brightest.

MCC was first introduced through a 120‐participant implementation pilot that began within Deloitte Consulting LLP in 2005 and then continued through a year‐long second round pilot with approximately 300 participants in 2006.

Satisfaction with career‐life fit improved, in some case sharply. Nearly 90 percent said MCC positively influenced their decision to remain with the organization. Team leaders said the ongoing MCC process was an advantage in staffing new projects with top talent. Client service standards were maintained. Significant savings were achieved, primarily driven by positive impact on retention and associated revenue. Positive correlation between MCC and retention was identified. Improved employee satisfaction, morale and productivity.

The MCC framework lays out a definite set of options along each of the four core dimensions of a career – Pace, Workload, Location/Schedule and Role – with specified tradeoffs for each choice, allowing for choices to change over time.

Customizing careers within a corporate lattice system offers significant benefits over the traditional corporate ladder. Deloitte's MCC model has the power to inspire greater employee productivity, reduce the costs of turnover and generate greater loyalty through a collaborative approach to designing careers.

The purpose of this paper is to explore professional employees' career move preferences and the impact of both individual and organizational career management. Departing from theoretical work on the “new career”, different types of career moves employees can make on the internal labor market are discussed and related to the literature on both organizational and individual career management.

To test the hypotheses, a cross‐sectional survey of 472 professional employees from one company is presented.

The preferences for both vertical career moves and moves relating to job enrichment and temporary moves are significantly affected by individual career management, but not by organizational career management practices. The preference for making lateral moves could not be explained by our antecedent variables.

Future research should involve a larger sample of organizations in order to collect empirical data about the extent to which OCM practices impact career preferences. Our results provide evidence for the relationship between individual career management and career move preferences and thereby adds to the literature on the “new career”.

This study has a number of practical implications that relate to the ways in which organizations can stimulate different career moves among their employees through the enhancement of personal career initiatives.

The value of this paper is the contribution it makes to the career literature by relating to different streams of research, about career mobility on the one hand and individual and organizational career management on the other.

One of the known sources of anxiety in the professional workplace today is professional obsolescence, which has been defined as the “loss of once‐held knowledge and the failure to become familiar and knowledgeable about new knowledge in one's professional field”. However, the researchers who have dealt with this problem have come mainly from the technological professions, and have therefore tended to concentrate on the role of the professional within an industrial organisation. These investigators contend that obsolescence can have considerable influence on behaviour, such as causing professionals to leave their chosen field, or bringing about a drop in the level of their productivity and personal performance, or altering the course of their career.

We are the midst of accelerated change in the academic workforce. Academic roles, being a resilient mixture of research and education, are differentiating. An education-focused academic role, rather than one solely focused on disciplinary research, is gaining credibility and value. With the rise of the education-focused academic roles, questions are being raised about whether this new form of education-focused academic will continue to be overly represented by women in a new form of “women's work.” In the next decade, as academic roles continue to differentiate, care needs to be taken not to repeat the practice of the last 100 years which has seen gender bias continue. We will present four profiles of education-focused women academics, the snakes and ladders in their careers, and the strategies needed to ensure that women progress with equal recognition in these complex but exciting times.

Latin America is a vast and diverse continent. Not only are there dozens of different nations, but each country is also marked by stark regional differences. Nevertheless, the academic profession in all countries shares some common features that are important for an emerging scholar to know. Here, maybe more than in other parts of the world, early career decisions have significant and long-lasting consequences. This chapter presents the Latin American academic context focusing on the academic career ladder, as it is organized both in the public and the private sectors, exploring the many sources of tension and challenges, as well as opportunities for early career scholars in the region.

To explore, through a case study, some of the key career‐related HRD issues that senior managers are currently facing in the Estonian civil service.

Presents primary empirical research into career management in the Estonian civil service since 1991, that is, in the post‐Soviet era. The research involved in‐depth interviews with a group of 12 senior staff employed by the Estonian civil service.

The interview data reveal the ways in which downsizing and de‐layering in the Estonian public sector have led to shortened career paths, increased functional flexibility, increased spans of control and shifts towards open job systems.

The research explored career‐related issues solely within the Estonian civil service. Further research would be needed in a wider range of organisations and countries before the transferability of the findings could be established to transitional economies more generally.

Provides practical insights into the difficulties of career management in transitional economies situations from an HR perspective.

Offers a valuable contribution by demonstrating that, within certain parameters, Western‐based career management strategies and techniques may be adapted to fit transitional public services in Estonia but only as one element of a comprehensive HR modernisation programme.

This study, examines women's career types and their effects on women's satisfaction with their career success and their attributions of the sources of this career success. The study proposes a typology of four career types that are determined by the manifestation of a woman's career pattern and career locus. It finds empirical evidence of three distinct career types for women: achievers, navigators and accommodators. Women having accommodator career types are significantly less satisfied with their career success than women having navigator career types and achiever career types.

The study seeks to analyze concepts of “career grades” and “job grading,” to highlight their importance and objectives for the efficiency of administrative systems. In addition, it identifies the international standards that can be used to draw grading systems. It explores the most important types of grade structures. It also clarifies grading systems in the Egyptian administrative system. It indicates some methods that can be considered a form of career progression.

The study employs descriptive, analytical, as well as, legal approaches; it analyzes the information given in the study in terms of relevant legal texts.

The study identifies precise definitions of both career grades and job grading, referring to these concepts in the Egyptian administrative system. It also suggests that there is no ideal hierarchy to be applied in all administrative systems. Therefore, the study provides some criteria that help to form the appropriate grade structure for each system.

The study analyses some literature on “job grading,” its objectives, its criteria and its main types, presenting an integrated framework that can be used to develop career-structure systems. Finally, the study identifies some methods that can be considered as a means of grading.