Career Development International

Explaining employees' evaluations of organizational change with the job-demands resources model : Table of Contents

I.J. Hetty van Emmerik, Arnold B. Bakker, Martin C. Euwema — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach – Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable. Findings – For the job demands, results show that emotional demands, but not workload, are negatively related to more favorable evaluations of organizational change. Regarding job resources, results show that support from the supervisor, job control, and opportunities for professional development is associated with more favorable evaluations of organizational change. Moreover, job control and support from the supervisor buffered the negative relationship between emotional demands and favorable evaluations of organizational change. Research limitations/implications – One of the clear implications of this study is that organizations should try to provide their employees with adequate resources together with the ascertaining of jobs with low job demands such that people can fulfill their job without severe adverse working outcomes. If it is impossible to reduce or optimize specific demands, additional job resources should be provided. Originality/value – The finding that job resources are important in shaping evaluations of organizational change perceptions is consistent with the idea that employees with enough resources will be motivated to do their job and to be motivated to participate in change processes. Employees, who perceive their work environment and their job as highly resourceful, are more likely to anticipate into a pending change effort.

Does meaning-making help during organizational change?: Development and validation of a new scale : Table of Contents

Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is first, to test the validity of a new scale measuring the construct of meaning-making, defined as the ability to integrate challenging or ambiguous situations into a framework of personal meaning using conscious, value-based reflection. Second, to explore whether meaning-making is distinct from other personal resources (self-efficacy, optimism, mastery, meaning in life), and coping (positive reinterpretation, acceptance). Third, to explore whether meaning-making facilitates work engagement, willingness to change, and performance during organizational change. Design/methodology/approach – Cross-sectional survey-data were collected from 238 employees in a variety of both public and private organizations. Findings – Confirmatory factor analyses showed that meaning-making can be distinguished from other personal resources, coping and meaning in life. Regression analyses showed that meaning-making is positively related to in-role performance and willingness to change, but not to work engagement, thereby partly supporting the hypotheses. Originality/value – The paper focuses on meaning-making that has not yet been studied empirically in organizational change settings. It shows that the new construct of psychological meaning-making is related to valuable employee outcomes including in-role performance and willingness to change. Meaning-making explains variance over and above other personal resources such as self-efficacy, optimism, mastery, coping and meaning in life.

Career development, collective efficacy, and individual task performance : Table of Contents

Janet B. Kellett, Ronald H. Humphrey, Randall G. Sleeth — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to test the hypothesis that perceived collective efficacy would mediate the effects of self-efficacy on individual task performance. Design/methodology/approach – An assessment center design with 147 participants in 49 three-person groups was used. Findings – It is found that for individuals working on an assigned group goal, perception of the group's collective efficacy, rather than self-efficacy, has a direct influence on task performance. Research limitations/implications – Future researchers should examine the extent to which cognitive intelligence influences collective efficacy effects. Practical implications – The research suggests that perceptions of collective efficacy and team support may influence early career developmental task performance. Originality/value – This paper found that collective efficacy might be more important than individual efficacy in predicting individual task performance in some circumstances.

Generation Y and career choice: The impact of retail career perceptions, expectations and entitlement perceptions : Table of Contents

Jessica L. Hurst, Linda K. Good — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The transition from higher education to employment is a major life change for many college seniors (currently, the Generation Y cohort). The purpose of this paper is to enhance the understanding of Generation Y and to present new insights regarding Gen Y's retail career expectations, perceptions of retail careers, future psychological contract/entitlement perceptions of retail careers, and career exploration of the US retailing industry. Design/methodology/approach – Utilizing quantitative research methods via an on-line survey, the authors examined 193 Gen Y college seniors' retail career perceptions and expectations, and explored the influence these factors have on future psychological contract/entitlement perceptions of employer-employee obligations and retail career exploration from nine US universities. Findings – College seniors' pre-entry retail job expectations, perceptions of retail careers, and future psychological contract/entitlement perceptions of employee obligations were significant predictors of career exploration; college seniors' preconceived notions of retail careers, combined with what they feel they would owe their future employer, are instrumental in determining retail career exploration decisions. Research limitations/implications – Findings suggest directions for university faculty, academic advisors, and industry practitioners on facilitating college seniors' transitions from higher education to the world of work by suggesting recruitment strategies that can attract, retain and motivate Gen Y. Originality/value – The findings provide useful criteria for organizational development strategies to assist with the transition from higher education to the workforce and may also improve the success of recruiting Gen Y employees. In addition, the conceptualization of psychological contracts (i.e. entitlement perceptions) differentiates this study from prior psychological contract research.

Reinventing the MBA as a rite of passage for a boundaryless era : Table of Contents

Elisabeth Kelan, Rachel Dunkley Jones — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – This paper aims to explore whether the rite of passage is still a useful model with which to conceptualise the MBA in the era of the boundaryless career. Design/methodology/approach – The paper examines the formative experiences of full-time MBA students at an elite business school, using in-depth qualitative interviews. Through a discourse analysis, the paper shows how MBA students draw on concepts resembling the anthropological model of the rite of passage when making sense of their experience. Findings – The resources MBA students have available to talk about their MBA experience mirror the three-step rite of passage model. The first step involves separation from a previous career, either because of limited opportunities for advancement or in order to explore alternative career paths. In the transition or liminoid stage, identities are in flux and a strong sense of community is developed among the students and they play with different identities. In the third stage, the incorporation, students reflect on the value of the MBA for their future career. Originality/value – The paper shows how the MBA is still seen as a rite of passage at a time when careers are becoming boundaryless. Within this more fluid context, the rite in itself is seen as enhancing the individual's brand value and confidence, enabling them to negotiate the challenges of managing a boundaryless career.