Career Development International: Volume 2 Issue 4

Finding the right direction: using career development workshops in managing change

Alan Phillips, Christine Rollin

Discusses the use of career development workshops aimed at helping participants find the right direction for themselves in the midst of rapid and significant organizational…

HR aspects of a take‐over: part 2; running it into the ground

Mike Burns, Adrienne Rosen

The second in a series of three articles dealing with the human resources aspects of mergers and acquisitions, with reference to a particular transaction in the international…

Graduate assessment centres: an empirical investigation of effectiveness

Thomas N. Garavan, Michael Morley

Presents a review of assessment‐centre practice and evaluates its overall effectiveness as a method of selection. There is a specific evaluation of an assessment centre in the…

Rhetoric or reality: shifts in graduate career management?

Noeleen Doherty, Claire Viney, Stephen Adamson

The current rhetoric about the demise of traditional concepts of “career” poses a challenge to organizations which rely on the development of managerial talent through fast‐track…

A bi‐cultural analysis of the cost of caring: nursing burnout in the United States and the Philippines

David L. Turnipseed, Patricia H. Turnipseed

As the world becomes a global labour market, attention must be directed to integrating persons of different cultures and values into the work environment of the host country…

Career paths in industrial management: a survey of Taiwan’s manufacturing industries

Chiang Kao, Tzai‐Zang Lee, Shyanjaw Kuo

Appropriate job selection and career planning largely determine successful career development. Investigates some aspects of career development in industrial management from a…

Cultural assumptions in career management: practice implications from Germany

Carol D. Hansen, Mary Kay Willcox

Examines the influence of culture in shaping career models. The research follows the belief that career goals and work strategies are framed by certain presupposed expectations…