Creating Career-Conducive Organizations: A Primary Intervention Approach

Gilbreath, Brad

doi:10.1177/1523422307310109

Cited by 23 publications

(28 citation statements)

References 41 publications

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“…This implies an environment where employees feel contented and fulfilled; also where they feel they can grow and thrive by being provided with the appropriate challenges, opportunities and career development measures and where they feel that they are contributing and adding value to the organisation by making a difference in other people's lives. The necessity of such an environment that is conducive to pursuing careers is also supported by Gilbreath (2008). Considering the high prevalence of potential to experience turnover intention, the organisation has an extremely important and unique role to play in retaining their key individuals (senior managers).…”

Section: Resultsmentioning

confidence: 99%

What it means to succeed: Personal perceptions of career success held by senior managers

Visagie

Koekemoer

2014

SAJBM

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This research describes the findings of a qualitative study which analyses how senior managers conceptualise and experience career success for themselves. A non-probability voluntary sample of 24 senior managers, using objective career success criteria, was selected from two international financial institutions located in Johannesburg. This research study entailed semi-structured in-depth interviews that were digitally voice recorded, transcribed verbatim, and analysed using content analysis. In exploring career success from the perspective of the individual (i.e. the senior manager) and not the organisation, the research attempts to fill the gap in the career literature. Findings demonstrate that although senior managers have general conceptualisations of what career success entail, they have unique personal meanings which they associate with their own career success (e.g. being associated with successful business brands, receiving feedback and recognition and adding value to the organisation). Senior managers also have specific goals set for their future in terms of careers (e.g. owning your own business venture, embracing new opportunities and investing in the community). Talent retention is particularly important among senior managers. Thus, in order to retain them as valuable employees, it is crucial to address and fulfil their career needs accordingly.

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Section: Resultsmentioning

confidence: 99%

What it means to succeed: Personal perceptions of career success held by senior managers

Visagie

Koekemoer

2014

SAJBM

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“…Although there are a variety of types of P-E fit (e.g., person-organization, person-vocation, demandsabilities, person-group, self-concept-job; Gilbreath 2008;Kristof 1996), we focused on needs-supplies fit between students and universities. Needs-supplies fit, defined as the congruence between a person's needs and what the environment supplies, is regarded as the primary influence on outcomes such as attitudes and well-being (Kristof 1996).…”

Section: Research Hypothesesmentioning

confidence: 99%

Person-Environment Fit and its Effects on University Students: A Response Surface Methodology Study

Gilbreath

Kim

Nichols³

2010

Res High Educ

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The amount of time, effort, and money expended in pursuit of a college degree makes it important that students choose a university that is a good fit for them. Unfortunately students often determine whether a university is a fit for them through trial and error. This research investigated student-university fit and its relationship with satisfaction and wellbeing. We assessed student-university fit by developing 18 fit factors and measuring needs for, and supplies of, those factors. We tested our hypotheses using polynomial regression analysis and response surface methodology. Data from 228 students suggest that student-university fit is predictive of students' satisfaction with their university and psychological well-being.Keywords Person-environment fit Á Student-university fit Á Psychological well-being Á University satisfactionCollege is an expensive undertaking-both monetarily and psychically. The amount of time, effort, and money expended in pursuit of a college degree makes it important that students choose a university that is a good fit for them. As Solórzano (2004) characterizes it, ''picking THE right school is one of the most important, overwhelming, pressure-filled, confusing, and nerve-wracking ordeals a student will ever encounter'' (p. vii). The choice students make has important consequences. Poor student-university fits are likely to result in decreased satisfaction, well-being, and performance. Good fits, however, should make college less stressful and reduce chances of dropping out or transferring. As Williams (1986) notes, ''admission B. Gilbreath (&)

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“…The literature on healthy workplaces (e.g., Cooper & Williams, 1994; Gilbreath, 2008) suggest that job control, social support, a good fit between an employee and the work environment, reasonable amounts of challenge, variety, learning, recognition and meaning are some of the key characteristics of a healthy workplace. Furthermore, the psychosocial work environment affects quality of life and satisfaction not only of employees but also of their family members (Gilbreath, 2008). For example, in a study conducted by Burke (1988), work‐related stress of employees was found to affect their spouse marital satisfaction, social participation, psychosomatic symptoms and negative feelings.…”

Section: Introductionmentioning

confidence: 99%

Predicting employees' well‐being using work–family conflict and job strain models

Karimi

Nouri

2011

Stress and Health

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The present study examined the effects of two models of work-family confl ict (WFC) and job-strain on the jobrelated and context-free well-being of employees. The participants of the study consisted of Iranian employees from a variety of organizations. The effects of three dimensions of the job-strain model and six forms of WFC on affective well-being were assessed. The results of hierarchical multiple regression analysis revealed that the number of working hours, strain-based work interfering with family life (WIF) along with job characteristic variables (i.e. supervisory support, job demands and job control) all make a signifi cant contribution to the prediction of jobrelated well-being. On the other hand, strain-based WIF and family interfering with work (FIW) signifi cantly predicted context-free well-being. Implications are drawn and recommendations made regarding future research and interventions in the workplace.

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Creating Career-Conducive Organizations: A Primary Intervention Approach

Cited by 23 publications

References 41 publications

What it means to succeed: Personal perceptions of career success held by senior managers

What it means to succeed: Personal perceptions of career success held by senior managers

Person-Environment Fit and its Effects on University Students: A Response Surface Methodology Study

Predicting employees' well‐being using work–family conflict and job strain models

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