The joint impact of internal and external career anchors on entry-level IS career satisfaction

Jiang, James J.; Klein, Gary; Balloun, Joseph L.

doi:10.1016/s0378-7206(01)00077-5

Cited by 46 publications

(37 citation statements)

References 17 publications

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“…Empirical studies show that the security/stability anchor has been split into two factors, organizational security (good employee benefits, advantageous pension plan) and geographical security (job stability in a given place) (DeLong, 1982a(DeLong, , 1984Jiang, Klein and Balloun, 2001). The entrepreneurial creativity anchor has also been divided into two (Danziger, Rachman-Moore and Valency, 2008).…”

Section: Facts and Career Anchor Theorymentioning

confidence: 99%

Revisiting the Career Anchor Model: A Proposition and an Empirical Investigation of a New Model of Career Value Structure

Wils

Tremblay

2015

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This study proposes an original model of career values organized in a circular logic. The new career value structure consists of four quadrants opposed in pairs (bureaucratic self-concept versus protean self-concept, and careerist self-concept versus social self-concept). Contrary to Schein’s model, which rests on the dominance of a single career anchor, our model organizes career anchors according to attraction and repulsion, which may explain the existence of several dominant anchors. Based on a sample of 240 employees and 155 managers in the healthcare sector, a new instrument to measure career values was validated. Four quadrants emerged from the multidimensional analysis. Hypotheses regarding the links between quadrants of career values and career anchors were largely supported by multiple regression analysis. Notably, the managerial career anchor is significantly linked to the careerist self-concept, whereas the service anchor is significantly associated with the social self-concept. The study also affirmed hypotheses linking the quadrants to other variables like collectivism and proactive behaviors. Accordingly, collectivism is significantly linked to the social self-concept, whereas proactive behaviors are connected to the protean self-concept. Not only was the structure model verified empirically, but the construct validity of the new instrument was also demonstrated. This study also clarifies several problems related to career anchors, such as career anchor structures or ambiguity inherent in some career anchor measurement indicators.

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Section: Facts and Career Anchor Theorymentioning

confidence: 99%

Revisiting the Career Anchor Model: A Proposition and an Empirical Investigation of a New Model of Career Value Structure

Wils

Tremblay

2015

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“…Different types of careers offer different types of rewards and opportunities to satisfy different work-and career-related needs. People's work values and career motives were found to be significantly associated with their ideal career patterns or their cognitions about the meaning of and preferred form and direction their careers should take (Coetzee & Schreuder, 2002;Coetzee, 2008;Driver, 1982;Jiang, Klein & Balloun, 2001). As such, career anchors are similar to what others have referred to as career values (Arthur, Hall & Lawrence, 1989;Ramakrishna & Potosky, 2003).…”

Section: Psychological Career Resourcesmentioning

confidence: 99%

Psychological career resources as predictors of working adults’ career anchors: An exploratory study

Coetzee

Schreuder

2009

SA j ind psychol

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This study explored the relationship between the psychological career resources and career anchors of a sample of 2 997 working adults at predominantly managerial and supervisory levels in the service industry. The Psychological Career Resources Inventory and the Career Orientations Inventory were applied. Stepwise regression analyses indicated dimensions of psychological career resources as signifi cant predictors of participants' career anchors. The fi ndings add valuable new knowledge that can be used to inform organisational career development support practices as well as career counselling and guidance services concerned with promoting individuals' employability and experiences of intrinsic career success.

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“…Should organisations fail to create conditions where the work environment and the employee's inner subjective career orientation are compatible, the result may well be anxiety, stress, unhappiness, job and career dissatisfaction, and increased turnover (Coetzee & Berg., 2009;Feldman & Bolino, 1996;Jiang & Klein, 2000;Jiang, Klein & Balloun, 2001). …”

Section: Introductionmentioning

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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The joint impact of internal and external career anchors on entry-level IS career satisfaction

Cited by 46 publications

References 17 publications

Revisiting the Career Anchor Model: A Proposition and an Empirical Investigation of a New Model of Career Value Structure

Revisiting the Career Anchor Model: A Proposition and an Empirical Investigation of a New Model of Career Value Structure

Psychological career resources as predictors of working adults’ career anchors: An exploratory study

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

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