What makes a career barrier a barrier?

Abstract

Purpose The purpose of this paper is to present research findings on the experience of career barriers by women who have changed career, and to suggest the practical implications of these findings for career management.Design/Methodology/Approach An established, qualitative methodology, Interpretative Phenomenological Analysis, was used to explore participants" experiences. Semistructured interviews were conducted with 8 women who had changed careers and were analysed to identify the salient themes.Findings Participants experienced career barriers, but their subjective experience did not necessarily match objectively defined barriers. One participant, for example, experienced redundancy not as a barrier to her career path but as an opportunity. It was only when situations or events threatened the self-concept that problems were experienced as barriers. These barriers were not insurmountable and participants used a number of strategies to overcome potential barriers. Practical implicationsThe findings suggest that career management or counselling should acknowledge and explore the client"s subjective experience of career barriers.Strategies such as challenging or reframing potential barriers can be effective methods for helping clients to dismantle them. Originality/ValueThis research points to the gap in career theory and research on the experience of barriers in adult careers. It presents evidence on the subjective nature of barriers and on strategies used to overcome them.

How career expectations influence advancement: evidence from women in the hospitality industry

“…Individuals may overcome many obstacles in their careers, but women face more constraints than men (Murtagh et al, 2007). Although there are more women and managers in the hotel industry (Clevenger and Singh, 2013), women are underrepresented in senior management positions (Kattara, 2005).…”

Personal Social Support and Non-Support in Career Aspirations towards Senior Management amongst Women in Middle Management: Multiple Dimensions and Implications on Measurement

“…The age range between 35-50 is identified as midlife stage in terms of life stage (Levinson, 1996;Levinson, Darrow, Klien, Levinson, Mckee, 1978). Nonetheless, individual's perceptions on contextual influences, for instance contextual career barrier perceptions, might vary across life stages (Murtagh, Lopes, & Lyons, 2007;Russell & Rush, 1987). Women in mid-life are confronted with simultaneous pressure which occurred due to high expectations of performance in mid-career and increasing family responsibilities in mid-life (Marcinkus, Whelan-Berry & Gordon, 2006).…”

Algilanan Kari̇yer Bari̇yerleri̇ Ve Kari̇yer Bari̇yerleri̇ İle Başa Çikmanin Kari̇yere Adanmişlik Üzeri̇ndeki̇ Etki̇si̇: Kadin Çalişanlar Üzeri̇ne Bi̇r Araştirma

“…Benzer şekilde söz konusu çalışmaların, örneklem olarak genellikle lise ve üniversite öğrencilerini temel aldığı görülmektedir (Lindley, 2005;Murtagh, Lopes ve Lyons, 2007;McWhirther, 1997 (Holahan ve Gilbert, 1979).…”

“…Ortaya çıkan bu tip bir farklılığa rağmen pek çok kariyer kuramının, sadece erkeklerin kariyer kalıplarına odaklanarak kadınların kariyer kalıplarını ele almayı göz ardı ettiği dikkat çekmektedir (Pringle ve Mallon, 2003). (Lindley, 2005;Murtagh, Lopes ve Lyons, 2007;McWhirther, 1997 (Lindley, 2005;Murtagh ve diğerleri, 2007;McWhirther, 1997…”