Occupational Change What Makes Changers Different?

Kanchier, Carole; Unruh, Wally R.

doi:10.1177/089484538901500304

Cited by 8 publications

(7 citation statements)

References 15 publications

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“…The quadratic link between self-efficacy and interest might offer some insight into occupational change. There is not a lot of research on why people change careers; extant studies show many different reasons (Breeden, 1993;Kanchier &Unruh, 1989;Roe &Baruch, 1967). One likely reason, based on the present findings, is that people can acquire too much skill and knowledge for their current career.…”

Section: Discussionmentioning

confidence: 99%

Self-efficacy and interest: Experimental studies of optimal incompetence

Silvia

2003

Journal of Vocational Behavior

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How does self-efficacy affect interest? The interest-and-interests model assumes that factors that induce interest-novelty, complexity, conflict, and uncertainty-do so non-linearly. Self-efficacy should thus affect interest quadratically, because it reflects uncertainty about an activity's outcome. When self-efficacy is low, interest is low because the activity's outcome is certain. When self-efficacy is moderate, the person's success on the task seems likely, but not inevitable. But as self-efficacy becomes very high, success seems completely certain, and the task is thus uninteresting. Two experiments tested these predictions. Experiment 1 asked people to rate the interestingness of differentially difficult activities; Experiment 2 manipulated self-efficacy regarding a fuzzy dart game. In both experiments, interest was a quadratic function of self-efficacy. Implications for theories of vocational interest development and change are considered.

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Section: Discussionmentioning

confidence: 99%

Self-efficacy and interest: Experimental studies of optimal incompetence

Silvia

2003

Journal of Vocational Behavior

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“…While he notes that many careers will continue to reflect movement within and between organizations, these patterns will not be as clearly defined as they have in the past. Even so, Kanchier and Unruh (1989) found that most people tend to remain in the same occupational category when they change jobs.…”

Section: Career Experiencesmentioning

confidence: 99%

“…Research suggests that most people tend to remain in the same occupational category when they change jobs (Kanchier and Unruh, 1989;Fahey and Myrtle, 2001). Since Rhodes and Doering (1983) view a career change as movement to a new occupation that is not part of a typical career progression, a change from one industry (e.g.…”

Section: Career Experiencesmentioning

confidence: 99%

Job and career influences on the career commitment of health care executives

Chen

Myrtle

Liu³

et al. 2011

Journal of Health Organization and Management

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“…Why does the turnover intention start to appear in the most popular profession? Research has shown that turnover intention also relates closely to work values, and work values can make a good prediction to the employees’ turnover intention (Brenner, 1988; Dongjian & Minhua, 2009; Kanchie & Unrch, 1989). When the employees cannot adapt their work values to the requirements of their career, they may start to feel dissatisfied and show turnover intentions.…”

Section: Introductionmentioning

confidence: 99%

The Structure and Measurement of the Work Values of Chinese Civil Servants

Zhang

Chen

2015

Public Personnel Management

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A stable and efficient team of civil servants facilitates high performance for their government. With further standardization of civil servants' salary and bonuses, the tendency of turnover becomes apparent in public service. Under this context, it seems to be a critical issue regarding how to reduce the turnover intention and how to motivate civil servants to improve their work performance. Hangzhou City in China has historically demonstrated high performance and a low turnover rate. We developed an instrument and conducted a mixed-methods research to measure the work values of 349 civil service employees from Hangzhou City. The results indicate that the work values of Chinese civil servants show a second-order structure, which includes self-actualization, interpersonal harmony, utilitarian orientation, personal growth, comfort, stability, autonomy, and flexibility. The results also show significant difference in the six factors of the work values of 349 civil servants who are from Hangzhou City. This study contributes to our understanding of the work values of Chinese civil servants and provides theoretical support to administrators who are making and implementing policies to reduce the turnover intention and enhance the performance of Chinese civil servants.

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Occupational Change What Makes Changers Different?

Cited by 8 publications

References 15 publications

Self-efficacy and interest: Experimental studies of optimal incompetence

Self-efficacy and interest: Experimental studies of optimal incompetence

Job and career influences on the career commitment of health care executives

The Structure and Measurement of the Work Values of Chinese Civil Servants

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