Are we talking about the same thing? The case for stronger connections between graduate and worker employability research

Akkermans, Jos; Donald, William E.; Jackson, Denise; Forrier, Anneleen

doi:10.1108/cdi-08-2023-0278

Cited by 25 publications

(21 citation statements)

References 59 publications

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“…We contend RSA is a valuable tool for employee development, coaching and counseling because, as extant research and our findings demonstrate, awareness of how others view and judge a person, their reputation, is essential information to guide work behaviors and career success (Baruch and Sullivan, 2022). Therefore, enhancing RSA can lead to career success and sustainable careers (Akkermans et al, 2023). The ability to predict how others view a person allows to modify their actions and behaviors to fit others' expectations and can thus lead to higher ratings of performance and promotability and generally to higher career success.…”

Section: Practical Implicationsmentioning

confidence: 83%

“…And although most research on personality focuses on its use for selection, its use for development and training is both widely accepted and continues to grow (Lundgren et al, 2019;Moyle and Hackston, 2018). For instance, RSA is likely central to career development (Varma et al, 2022) as it may enhance one's career success by enabling the individual to better navigate their work environment, thus contributing to research on sustainable careers, a topic central to theory and research on careers (Akkermans et al, 2023;Baruch and Sullivan, 2022).…”

mentioning

confidence: 99%

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Reputational self-awareness: an innovative career development tool

Foster,

Stone,

Jawahar

et al. 2023

CDI

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PurposeThe authors introduce a new construct, reputational self-awareness (RSA). RSA represents the congruence between how individuals think they are viewed by others (i.e. metaperceptions) versus how they are actually viewed (i.e. other ratings). The authors sought to demonstrate that RSA is a superior predictor of performance indices.Design/methodology/approachPersonality self-ratings from 381 business students and their ratings by 966 others were collected via online surveys. Other raters rated self-raters' personalities as well as their task performance, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs).FindingsResults indicate that RSA predicts variance in performance above and beyond self-report ratings, and performance is highest when metaperceptions and other ratings of performance are aligned. These results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development.Research limitations/implicationsThe authors' results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development. A cross-sectional design was used in which personality and performance data were gathered from respondents, and the P 720 is a relatively new personality instrument.Practical implicationsRSA is a valuable tool for employee development, coaching and counseling because, as extant research and the authors' findings demonstrate, awareness of how others view and judge one, one's reputation is essential information to guide work behaviors and career success. Therefore, a key career-development goal for trainers and counselors should be to use a multi-perspective approach to maximize clients' RSA.Social implicationsUse of other ratings as opposed to traditional self-rating of personality provides superior prediction of behavior and is more useful for career development.Originality/valueThis is the first study to demonstrate utility of RSA, i.e. that individuals who more accurately assess their personality are rated as performing better by others. The authors' results offer new insights for personality research and career development and support the use of personality assessment from multiple perspectives, thus enabling the exploration of potentially insightful research questions that cannot be examined by assessing personality from a single perspective.

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Section: Practical Implicationsmentioning

confidence: 83%

mentioning

confidence: 99%

Reputational self-awareness: an innovative career development tool

Foster,

Stone,

Jawahar

et al. 2023

CDI

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“…Research could also look more closely at the role that time plays, acknowledging that career sustainability has three dimensions: person, context, and time (De Vos et al, 2020;Van der Heijden and De Vos, 2015). For example, longitudinal studies that adopt a career span approach (Baruch and Sullivan, 2022) or bridge educational and workplace contexts respond to calls to consider the integration of graduate employability and worker employability literature (Akkermans et al, 2024).…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Workplace antecedents of quiet quitting behavior: Insights from graduate workers in India

Nimmi,

Jayakumar,

Muthuraman

et al. 2024

Hum. Resour. Manag. Serv.

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<p>Drawing on a theoretical framework of Job Demands-Resources (JD-R), our study aims to consider how workplace antecedents of perceived quiet firing (also known as involuntary attrition), perceived co-worker support, and experience (tenure at an organization) may influence quiet quitting behavior. Data were collected via questionnaire responses from 209 workers in India who had graduated from university within the last 7 years. The findings show that (1) perceived quiet firing is positively associated with quiet quitting; (2) perceived co-worker support is negatively associated with quiet quitting; (3) experience moderates the positive association between perceived quiet firing and quiet quitting in such a way that the relationship is weaker as one’s tenure at an organization increases; and (4) experience does not moderate the negative association between perceived co-worker support and quiet quitting. The study’s contributions come from understanding how the interplay of demands (i.e., perceived quiet firing) and resources (i.e., perceived co-worker support and experience) determine quiet quitting behaviors in the workplace. Additionally, the temporal dimension of experience facilitates the acquisition of organizational-specific knowledge and resources. In contrast, perceptions of co-worker support appear specific to a given point in time. Policy implications come from providing guidance to organizations on how to reduce quiet quitting behaviors by ensuring that the resources available to employees exceed the demands placed on them.<strong></strong></p>

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“…These submissions are particularly valuable in providing much-needed direction on rapidly evolving topics within related fields. A prime example of this trend is Akkermans et al . (2024), which disentangles graduate and worker employability literature, providing much-needed clarity on employability conceptualization/measurement and providing inspiration for future research.…”

mentioning

confidence: 95%