Actively managing job transitions : a multi-faceted perspective on career development
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Managing careers is difficult yet necessary for both individuals and organizations (Arnold, 2001). Careers become increasingly more difficult to describe, explain and predict in the face of changes of both jobs and organizations (Kidd, 1998) and are likely to consist of a greater number of transitions (Jackson, Arnold, Nicholson & Watts, 1996). Overall, theory and conceptual understanding have lagged behind on how employees can become more active in self-managing their careers, and how organizations can support them adequately in this endeavour. An important underlying foundation for the research in this dissertation was the concept of personal initiative and especially an active approach which are applied to career development. The first study started with a identifying and testing a conceptual framework for a training intervention. A training was investigated in which 205 employees were trained to actively manage their careers. It was tested whether the action process model (Frese und Zapf, 1994) would provide both a good theoretical as well as practical framework for a training, and how the different elements of the action process model would relate to each other when participants learn to actively manage careers. The second study then addressed consequences of active career self-management behaviors that had increased in the intervention. It was investigated whether career self-management behaviors affect career satisfaction directly, and how different organizational feedback variables such as pay increase and speed in job transition would interplay to influence career satisfaction. The third study augmented the previous two by concentrating on the role of positive affect in career development. It was investigated whether a newly proposed tripartite model of positive affect (Egloff, Schmukle, Burns, Kohlmann, & Hock, 2003) would stand the test of a practical application in the field, and how career self-management behaviors would be related to different facets of positive affect. In addition, it was tested which facets of positive affect would be related to career and job satisfaction, and whether both influences of behavioral and affective variables on workplace attitudes coexist.Verknüpfung zu Publikationen oder weiteren Datensätzen
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Journal of Vocational Behavior, Vol 70. (2007) 2, Apr, S. 297-311