What are the individual and organizational influences on career choices and adult development?
Careers In and Out of Organizations provides an overview of the changing context of careers and describes the role of interpersonal relationships as influences on development of a person′s identity and learning. The author examines the nature of the new career contract and the different approaches that have been taken to studying career decision making. He explores how career choices are made, the developmental stages people pass through during the course of their working lives in organizations, and the factors related to career effectiveness including integrating career and personal life. The latter third of the book turns from research to the practical issues involved in applying theory including a look at how an understanding of career dynamics can be employed to make careers work better for individuals and for the work communities where they are employed.
Mục lục
Introduction to the Series
Preface
Acknowledgments
PART I: CONTEMPORARY CAREERS
1. The Study of Careers
The Changing Context of Careers
Why Study Careers?
What Is a Career?
A Working Definition of Career
Why Are Careers Important?
Conclusion
2. The Protean Career Contract
The Nature of a Psychological Contract
The Nature of the New Contract
Stages of Adaptation: Three Types of Companies
Continuous Learning via Psychological Success
Implications for Organizational Career Management
Questions for Further Research
Conclusion
PART II. ELEMENTS OF THE CAREER
3. Career Choice and Decision Making
Eras of Career Research
Matching People and Occupations
Process Models: How Are Career Choices Made?
How People Choose Organizations
Conclusion
4. Life, Career, and Learning Stages
Are Career and Life Stages Still Relevant Today?
Life Stages
Schein′s Model of the Organizational Career
The Early Career Years: Becoming Established
Midlife and Midcareer: Maintenance and Reexamination
A New Stage Model for the Middle and Later Career Years and Beyond: Learning Cycles
Later Career and Adjustment Into Retirement
Summary of Developmental Needs in Early, Middle, and Late Career
Research Issues
Conclusion
5. Predicting Career Effectiveness: Performance
What Is Career Effectiveness?
Understanding How the Process of the Career Affects Performance
Research Issues
Conclusion
6. The Protean Career Identity and Attitudes
Career Identity
Career Attitudes
Conclusion
7. Career Adaptability – R.F. Morrison & D.T. Hall
Why Adaptability Is Critical to Contemporary Career Development
Observing the Experience of Adaptability
A General Model of Adaptability
An Integrated Model of Adaptability
Questions for Future Research
Conclusion
8. Managing Protean Career and Life Roles
Early Work: Interrole Analysis and Dual-Career Couples
Protean Careers and Dual-Career Relationships
Conclusion
Appendix
PART III: IMPLEMENTING CAREER CONCEPTS
9. Reflection: Self-Development for the Growth of Identity and Adaptability
What is Reflection?
Reflection: Stereotype Versus Reality
How a CEO Reflects
Relfection in the Heat of Battle
Identity Growth Through Self-Reflection
Steps for Leveraging Learning Through Reflection and Questions for Research
Appendix
10. Toward More Strategic and Self-Directed Careers
The Business Need for a Career Development Plan
A Strategic Framework for Career Development
Priorities and Recommendations: Seven Steps to Growth for Career Practice and Research
Steps for Guiding the Protean Careerist: Questions for Career Self-Reflection or a Career Discussion
11. Looking Back at Careers in Organizations and Looking Ahead: Toward More Spiritual Careers
Looking Back at Careers in Organizations: Then and Now and Beyond
Conclusion
References
Index
About the Author
Giới thiệu về tác giả
Douglas T. Hall: Tim is the director of the Executive Development Roundtable and the Morton H. and Charlotte Friedman Professor of Management in the School of Management at Boston University. He is also faculty director of the MBA program. He has served as acting dean and associate dean of faculty development and faculty director for the master’s programs at the School of Management. He received his graduate degrees from the Sloan School of Management at MIT. He has held faculty positions at Yale, York, Michigan State, and Northwestern universities and visiting positions at Columbia, Minnesota, and the U.S. Military Academy at West Point. Tim’s books include Careers In and Out of Organizations, The Career Is Dead—Long Live the Career: A Relational Approach to Careers, Careers in Organizations, Organizational Climates and Careers, The Two-Career Couple, Experiences in Management and Organizational Behavior, Career Development in Organizations, Human Resource Management: Strategy Design and Implementation, and Handbook of Career Theory. He is a recipient of the American Psychological Association’s James Mc Keen Cattell Award (now called the Ghiselli Award) for research design, the American Society for Training and Development’s Walter Storey Professional Practice Award, and the Academy of Management’s Everett C. Hughes Award for Career Research. He is a fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Academy of Management, where he served as a member of the Board of Governors and as president of the Organizational Behavior Division and co-founder and president of the Careers Division. Tim is married to Marcy Crary, and he has three children and five grandchildren.
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