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The Career Management Process: Theory and Application | |
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Introduction to the Study of Careers | |
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The Changing Landscape of Work | |
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Definition of Career Concepts | |
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What is a Career? | |
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Career Management | |
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Career Development | |
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The Need to Understand Career Management | |
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The Individual Perspective | |
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The Organizational Perspective | |
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Summary of the Contemporary Workplace | |
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Case: Richard the Information Systems Executive | |
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Career Contexts and Stages | |
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The Traditional Perspectives on Careers | |
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Contemporary Perspectives on Careers: The Boundaryless and Protean Themes | |
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Social Influences on Careers | |
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The Differing Meanings of Career Success | |
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The Developmental or Stage-Based Perspective on Careers | |
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Erikson's Approach to Life Development | |
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Levinson's Approach to Adult Life Development | |
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Stages of Career Development | |
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Case: Kevin at the Crossroads | |
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A Model of Career Management | |
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An Overview of the Career Management Model | |
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Theory and Research on the Career Management Process | |
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Career Management as on Ongoing Process | |
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Indicators of Effective Career Management | |
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Case: Michele Terry, the Aspiring Banking Executive | |
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Applications of a Career Management Model: A Guide to Career Exploration | |
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Types of Career Exploration | |
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Self-Exploration | |
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Consideration of Needs Outside of Work | |
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Techniques for Self-Exploration | |
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Theme Identification | |
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Environmental Exploration | |
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Techniques for Effective Work Exploration | |
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Understanding One's Preferred Work Environment | |
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Overcoming Obstacles to Career Exploration: A Set of Guidelines | |
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Self and Environmental Exploration: A Reciprocal Relationship | |
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Case: Joe Francis the Sales Executive | |
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Appendix for Chapter 4: Learning Exercises #1 through #4 | |
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Applications of the Career Management Model: Goals, Strategies, and Appraisal | |
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Career Goal Setting | |
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Components of Career Goals | |
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Development of Long-Term and Short-Term Conceptual Goals | |
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Development of Long-Term and Short-Term Operational Goals | |
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Are Long-Term Career Goals Necessary? | |
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Overcoming Obstacles to Goal Setting: A Set of Guidelines | |
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Inability to Set Career Goals: Career Indecision | |
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Implications of Goal Setting for Organizations and their Employees | |
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Developing Career Strategies | |
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Types of Career Strategies | |
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Guidelines for the Development of Career Strategies | |
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Career Appraisal | |
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Types and Sources of Information Derived from Career Appraisal | |
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Guidelines for Effective Career Appraisal | |
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Career Management: A Blend of Formal and Informal Activities | |
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Case: Kimberly the Graduating College Student | |
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Appendix for Chapter 5: Learning Exercises #5 and #6 | |
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The Stages of Career Development | |
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Occupational and Organizational Choice | |
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Occupational Choice | |
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Theories of Occupational Choice | |
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Guidelines for Effective Occupational Decision Making | |
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Organizational Choice-The Process of Entering an Organization | |
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Theories of Organizational Choice | |
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Organizational Choice and Entry in Later Adulthood | |
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Organizational Actions During the Entry Process | |
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Assessment and Selection | |
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Individual Actions During the Entry Process | |
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Case: Natalie the Retail Manager (Part A) | |
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Appendix for Chapter 6: Learning Exercises #7 and #8 | |
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The Early Career Stage: Establishment and Achievement | |
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The Establishment Phase | |
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Organizational Actions During Establishment | |
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Individual Actions During Establishment | |
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The Achievement Period | |
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Organizational Actions During Achievement | |
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Individual Actions During Achievement | |
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The Early Career: A Question of Timing | |
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Case #1: Natalie the Retail Manager (Part B) | |
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Case #2: Claudia the Star Performer | |
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The Middle and Late Career Stages: Career Challenges for Seasoned Employees | |
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The Middle Career Years | |
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Organizational Actions During Midcareer | |
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The Late Career | |
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Remaining Productive | |
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Preparation for Retirement | |
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Organizational Actions During Late Career | |
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Individual Actions During Later Career | |
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Case: George the Banker | |
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Contemporary Issues in Career Management | |
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Job Stress and Careers | |
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Job Stress: An Overview | |
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Sources and Consequences of Stress | |
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Coping, Social Support, and Stress | |
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Organizational Actions | |
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Case: Sally the Stressed Saleswoman | |
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The Intersection of Work and Family Roles: Implications for Career Management | |
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Work-Family Conflict: When Work and Family are "Enemies" | |
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Work-Family Enrichment: When Work and Family are "Allies" | |
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The Two-Career Family | |
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Sources of Stress in the Two-Career Relationship | |
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Quality of Life In Two-Career Families | |
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Organizational Responses to Work-Family Issues | |
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Career Management and Quality of Life | |
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Case: The Prized Promotion | |
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Managing Diversity | |
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Fairness in Organizations | |
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A Model of Organizational Fairness | |
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Is Diversity Inherently Valuable? | |
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Organizational Actions | |
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Characteristics of the Multicultural Organization | |
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Organizational Approaches to the Challenges of Diversity | |
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Organizational Programs and Policies | |
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Managing Diversity: Opportunities and Competence | |
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Individual Actions | |
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Case: Dave the Aspiring Executive (Part A) | |
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Entrepreneurial Careers | |
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Entrepreneurship: An Overview | |
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Choosing an Entrepreneurial Career | |
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Other Factors that Encourage Entrepreneurial Careers | |
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Entrepreneurial Bridge Careers | |
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Support for the Entrepreneurial Career | |
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Characteristics and Experiences of Female and Minority Entrepreneurs | |
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Selecting and Managing the Entrepreneurial Career | |
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Case: Dave the Aspiring Executive (Part B) | |
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Career Management in Work Organizations | |
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The Role of Strategic Human Resource Management Systems in Career Management | |
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Integration of Career Management within Strategic HRM Systems | |
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Strategic Human Resource Processes | |
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Case: The Corporate Policy Change | |
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Closing Thoughts on Career Management | |
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Looking to the Future | |
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Effective Career Management | |