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PurposeThis study investigates when and why negative organization-related career shocks affect career optimism, which is a positive career-planning attitude. The indirect effect of negative organization-related career shocks on career optimism via job insecurity and the role of perceived organizational career support as a first-stage moderator were investigated.Design/methodology/approachThree-wave time-lagged data from a sample of 728 employees in Switzerland was used. Time-lagged correlations, an indirect effect model and a conditional indirect effect model with bootstrapping were used to test the hypotheses.FindingsFirst, this study showed a significant negative correlation between negative organization-related career shocks (T1) and career optimism (T3), a positive correlation between negative organization-related career shocks (T1) and job insecurity (T2) and a negative correlation between job insecurity (T2) and career optimism (T3). Second, findings revealed that negative organization-related career shocks (T1) have a negative indirect effect on career optimism (T3) via job insecurity (T2). Third, perceived organizational career support (T1) buffers the indirect effect of negative organization-related career shocks (T1) on career optimism (T3).Originality/valueThis study provides an initial examination of the relationship between negative organization-related career shocks and career optimism by applying assumptions from the JD-R model and Conservation of Resources theory. Implications about how to deal with negative career shocks in HRM and career counseling are discussed.

Applying qualitative and quantitative analyses across four studies and seven samples, we clarified the meaning and developed a new measure of career insecurity. Career insecurity is defined as "an individual's thoughts and worries that central content aspects of one's future career might possibly develop in an undesired manner." The new Multidimensional Career Insecurity Scale (MU-CI-S) measures eight career insecurity (CI) dimensions: (1) CI-Career opportunities; (2) CI-Decreased prestige and qualification requirements of the employment; (3) CI-Contractual employment conditions; (4) CI-Unemployment; (5) CI-Change of workplace; (6) CI-Retirement; (7) CI-Work-nonwork interactions; and (8) CI-Discrepancy between individual resources and work demands. Across all studies, the MU-CI-S showed excellent psychometric properties (e.g., factor loadings of all items and internal consistencies of all dimensions) and high levels of construct validity (e.g., theoretically assumed factorial structure and discriminant and convergent validity).The analyses showed concurrent, predictive, and incremental validity beyond neuroticism and other job and career insecurity measures for predicting health and well-being,This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

Purpose The purpose of this review is to integrate and organize past research findings on affective, normative and continuance occupational commitment (OC) within an integrative framework based on central life span concepts. Design/methodology/approach The authors identified and systematically analyzed 125 empirical articles (including 138 cases) that examined OC with a content valid measure to the here applied definition of OC. These articles provided information on the relationship between OC and four distinct life span concepts: chronological age, career stages, occupational and other life events, and occupational and other life roles. Furthermore, developmental characteristics of OC in terms of construct stability and malleability were reviewed. Findings The reviewed literature allowed to draw conclusions about the mentioned life span concepts as antecedents and outcomes of OC. For example, age and tenure is more strongly positively related to continuance OC than to affective and normative OC, nonlinear and moderating influences seem to be relevant in the case of the latter OC types. The authors describe several other findings within the results sections. Originality/value OC represents a developmental construct that is influenced by employees’ work- and life-related progress, associated roles, as well as opportunities and demands over their career. Analyzing OC from such a life span perspective provides a new angle on the research topic, explaining inconsistencies in past research and giving recommendation for future studies in terms of dynamic career developmental thinking.

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