Career Management in Uncertain Times: Challenges and Opportunities

Callanan, Gerard A.; Perri, David F.; Tomkowicz, Sandra M.

doi:10.1002/cdq.12113

Cited by 64 publications

(61 citation statements)

References 53 publications

(85 reference statements)

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“…More specifically, we expect a relatively large group of highly secure profiles and then layers of increasingly insecure profiles: this fits the idea of a core-periphery structure that has been highlighted in the context of labor market segmentation and applied in work and organizational psychology [24]. In contrast, boundaries between core and periphery are blurred in the new career discourse [25], and so may be the divide between secure and insecure profiles.…”

Section: Introductionsupporting

confidence: 59%

All Insecure, All Good? Job Insecurity Profiles in Relation to Career Correlates

Cuyper

Hootegem

Smet

et al. 2019

IJERPH

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Felt job insecurity is commonly seen as a stressor that is tied to a specific segment of employees and which implies overall negative outcomes. We challenge this view based on the new career rhetoric that assumes that felt job insecurity is widespread, although not necessarily problematic; rather, on the contrary, that felt job insecurity may promote career growth and development. Accordingly, our first aim concerns the distribution of felt quantitative and qualitative job insecurity, and our second aims concerns the connection between profiles and career correlates (i.e., perceived employability, individual and organizational career management). We used two samples of Belgian employees (N1 = 2355; N2 = 3703) in view of constructive replication. We used Latent Profile Analysis to compile profiles of felt quantitative and qualitative job insecurity and linked those profiles to career outcomes. Our results are similar across samples: five profiles were found, from relatively secure to relatively insecure (aim 1). The more secure profiles reported more favorable career outcomes than the less secure profiles (aim 2). This provided overall support for the common view. We connect these findings to what we see as the main risk, namely the potentially growing divide based on felt job insecurity and the relatively large group of employees in insecure profiles.

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Section: Introductionsupporting

confidence: 59%

All Insecure, All Good? Job Insecurity Profiles in Relation to Career Correlates

Cuyper

Hootegem

Smet

et al. 2019

IJERPH

View full text Add to dashboard Cite

show abstract

“…Stronger business competition is linked with an extensive use of human resource management practices [37][38][39][40][41][42][43][44][45][46][47][48][49][50][51][52]. Career management plays an important role in modern human resource management systems [53][54][55].…”

Section: Introduction and Theoretical Backgroundmentioning

confidence: 99%

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

et al. 2019

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The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

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“…The results related to the nature of the work also lead us to believe in the need to plan careers in a way that is more focused on intellectual work that require greater human interaction. In this sense, Callanan et al (2017) point out that a number of factors now make career decision making somewhat confusing, due to a variety of factors, including changes in the nature of work, increase in on-demand jobs, economic turmoil, evolving technology, and more.…”

Section: Summary Of Analysis Of Hypotheses and Implicationsmentioning

confidence: 99%

The use of traditional and non-traditional career theories to understand the young’s relationship with new technologies

Veloso

Trevisan

Silva

et al. 2018

REGE

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Purpose -The purpose of this paper is to, which involved 123 students in their last year of an administration course at a private university in the city of São Paulo, Brazil, evaluate the importance of analyzing the pressure from new technologies on the careers of young university students from a career theory perspective. Design/methodology/approach -From the perspective of traditional theories, the authors used "career anchors," and from the perspective of non-traditional theories, "intelligent careers," in which people develop three competency groups that are transferable between organizations: knowing why; knowing how; and knowing whom. The hypotheses the authors raised were analyzed using statistical techniques and the following results were obtained: young people do not see new technologies as a threat to their current job; people who see the "Knowing How" competence as being more developed feel less pressure from new technologies; non-traditional theories show a greater potential to analyze technological pressure than traditional theories; and, finally, the nature of people's jobs produces different impacts on the pressure of new technologies on their careers, since people who occupy positions involving more human interaction with internal or external clients feel less threatened. Findings -It was found that the lowest mean among the constructs analyzed was the pressure from technology on career. The correlations between the competencies of intelligent careers and the perception of the pressure from technology on career were weak, but significant, whereas the "Knowing How" competency was negatively correlated with the pressure caused by technology. There was no significant influence of the anchors on the pressure from technology on career. However, incorporating the competencies of intelligent careers improved the statistical model's fit. In associating job positions with the pressure from technology on career, administrative and operational positions showed higher averages than sales associate and management positions. Originality/value -Broadly speaking, it can be noted that traditional career theories, especially the vocational counseling approach, are not sufficient to explain the impact of new technologies on careers. At the same time, one way of coping with the pressure brought about by technological advances may be in using technology itself to develop "useful professional skills," in a manner consistent with "intelligent careers."

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Career Management in Uncertain Times: Challenges and Opportunities

Cited by 64 publications

References 53 publications

All Insecure, All Good? Job Insecurity Profiles in Relation to Career Correlates

All Insecure, All Good? Job Insecurity Profiles in Relation to Career Correlates

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

The use of traditional and non-traditional career theories to understand the young’s relationship with new technologies

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