Career Counseling in the new Career Era: A Study about the Influence of Career Types, Career Satisfaction and Career Management on the Need for Career Counseling

Abstract

We investigate whether the perceived need for employer-independent career counseling differs between individuals according to their career type. We identify six different career types, basically varying in terms of career path and career aspirations: the bounded, boundaryless, staying, homeless, trapped and released career type. We investigate moreover (1) whether career satisfaction mediates the relationship between career types and the perceived need for career counseling and (2) whether this is moderated by the career support people get from their organization and by their career self-management. We use data from a representative sample of 957 Flemish employees.The study reveals that mobility on the labor market, more than a discrepancy between one's career aspirations and one's career path, drives the need for career counseling.People in homeless, released and boundaryless careers are most likely to participate in career counseling. Moreover, the results strengthen the argument that lifelong access to neutral career counseling is valuable in the current career era. Career counseling fulfils a need of people who are dissatisfied with their career. This need cannot fully be met by organizational career management activities. The study moreover sheds light on a potential pitfall of career counseling. Mechanisms should be developed for the people lacking career competencies and the appropriate career self-management behavior to find their way to career counseling.

Investigation of the Relationship Between Adolescents’ Career Indecision, and Social Support Perception and Basic Psychological Needs

“…In this study, a negative correlation was found between the average scores of high school students on the EPCD Scale and the average scores on the Achievement Scale, which is one of the Psychological Needs Scale sub-dimensions. Implicitly or explicitly, it is assumed that individuals intentionally choose their career path while striving for psychological success (Forrier, Sels, & Verbruggen, 2005). Achievement needs can be used in guidance services as a motivating factor for students with career indecisiveness.…”

Karrierekonzepte: Eine Typisierung Individuellen Karrieredenkens und -handelns

“…Insbesondere die moderne "proteane" Karriereform setzt ihre Betonung auf die eigenständige, individuelle Gestaltung eines beruflichen Werdegangs (Briscoe & Hall, 2006) hinsichtlich der eigenen (Wert-)Vorstellungen. Für den Einzelnen bedeutet dies, dass nicht mehr unternehmensspezifische Kenntnisse im Vordergrund für die persönliche Entwicklung stehen, sondern vielmehr Kenntnisse und Fähigkeiten seitens des Mitarbeitenden, die auf verschiedene Organisationen anwendbar sind (Forrier, Sels, & Verbruggen, 2005;siehe auch: DeFillippi & Arthur, 1996;Hall, 2004;Sullivan, 1999) und sowohl fachliche als auch karrierebezogene Kompetenzen umfassen. Sie selbst sind ein Ergebnis der Möglichkeiten, die sich einer Person bieten und der Art und Weise, wie sie diese aufgreift (Briscoe, Hall, & Frautschy DeMuth, 2006;Whyte, 1956).…”

“…Auf empirischen Analysen basierende Typologien, die sowohl objektive als auch subjektive Aspekte von Karriere aufgreifen, sind eher selten. Als "zwei Perspektiven" der Typenbildung kombinieren Forrier et al (2005) sowie O'Neil et al (2004 einerseits den Verlauf von Karrieren und andererseits psychologische Merkmale. Forrier et al (2005) befragen 957 Belgier zu ihren Karrieremustern, unterschieden nach Stabilität bzw.…”

“…Als "zwei Perspektiven" der Typenbildung kombinieren Forrier et al (2005) sowie O'Neil et al (2004 einerseits den Verlauf von Karrieren und andererseits psychologische Merkmale. Forrier et al (2005) befragen 957 Belgier zu ihren Karrieremustern, unterschieden nach Stabilität bzw. Arbeitgeberwechsel, sowie zu ihren Karriereorientierungen, unterschieden in den Wunsch nach Sicherheit und Stabilität bzw.…”

“Real” high‐potential careers

“…CSM can never fully substitute OCM; rather, both types of career management reinforce one another. Those with greater CSM skills appear to give themselves a head start in gaining access to organizational sources of career support (Sturges et al, 2002;De Vos and Buyens, 2005;Forrier et al, 2005).…”