Evaluation of a Goal Orientation Model of Vocational Identity

Abstract

The authors tested a model that considered goal orientation (mastery approach, performance approach, and performance avoidance) as an antecedent to vocational identity (career exploration and commitment) and included both career behaviors (career-related strategies) and affect (career distress) as outcomes of vocational identity. The authors also assessed vocational identity as a mediator for consistency with models of career development. The study was survey based with 281 young adult participants (77% women, mean age = 26 years). Mastery and performance approach were associated with more career exploration, which, in turn, was associated with greater use of career-related strategies. Performance avoidance was associated with more career commitment, which was then related to greater distress. The study demonstrated that goal orientation is a potentially important antecedent to vocational identity, which has implications for how practitioners work with young adults with different goal orientations.

Vocational Identity and Career Progress: The Intervening Variables of Career Calling and Willingness to Compromise

“…First, supporting Hypothesis 1, we confirmed that vocational identity was related negatively to career goal–performance discrepancy (i.e., young adults with a stronger sense of vocational identity reported perceiving fewer career-related discrepancies). This finding is consistent with previous research, which has shown that young adults with a less well-defined vocational identity perceive more career-related obstacles and barriers (Gushue et al, 2006), report receiving more negative career-related feedback (Dobrow & Tosti-Kharas, 2012), and report higher levels of distress (Creed & Hennessey, 2016); whereas young people with more well-developed vocational identities are better able to deal with internal and external barriers, remain more connected to their vocational future (Diemer & Blustein, 2007), and seek less help with career and personal matters (Holland, Daiger et al, 1980). Our study provides evidence for a theoretical connection between vocational identity and career-related goal–performance discrepancies, which is consistent with the goal setting and self-regulatory approach (cf.…”

Parent and Adolescent Perceptions of Adolescent Career Development Tasks and Vocational Identity

“…Consistent with this, career construction theory (Savickas, 2002) proposed that the construction of a vocational identity relies on career exploration, planning, decision-making, and career confidence. This reflects the general consensus in the career literature that vocational identity develops through engagement in various career development tasks and is shaped by a range of personal and contextual factors (Creed & Hennessey, 2016;Flum & Kaplan, 2006;Robitschek & Cook, 1999;Skorikov & Vondracek, 2011). Thus, the first objective of the present study was to assess the relationship between vocational identity and four career development tasks indicated by career construction (Savickas, 2002) and development (Flum & Kaplan, 2006;Super, 1990) theories (operationalized as career exploration, career planning, world-of-work information, and career certainty), using samples of Australian high school adolescents and their parents.…”

Exploration of Christian Women’s Vocational Ministry Leadership and Identity Formation in Evangelical Churches on the West Coast

“…Stereotypes also hinder organizational or congregational cooperation, lead to irreconcilable leadership challenges, and cause confusion for leaders and followers alike or loss of credibility for women leaders (Dzubinski, 2016; Perry, 2013). Examples of gender role stereotypes can include men being viewed as having agency or confidence while women were viewed as having communal or nice behaviors (Creed & Hennessy, 2016; Dzubinski, 2016; Eagly & Johannesen-Schmidt, 2001; Eagly & Karau, 2002; Powell, Butterfield, & Bartol, 2008). Accepted leadership styles are beginning to expand to include agentic behaviors from female leaders (Embry, Padgett & Caldwell, 2008).…”