關(guān)于在正確職業(yè)發(fā)展道路上的自我職業(yè)生涯管理與組織職業(yè)生涯管理之間的相互關(guān)系作用的研究外文翻譯（可編輯）

1、關(guān)于在正確職業(yè)發(fā)展道路上的自我職業(yè)生涯管理與組織職業(yè)生涯管理之間的相互關(guān)系作用的研究外文翻譯 外文翻譯原文the professional career on the right track: a study on the interaction between career self-management and organizational career management in explaining employee outcomesmaterial source: european journal of work and organizational psychology 2009,

2、 18 1, 55 ? 80 author: ans de vos , koen dewettinck,dirk buyens this article explores the relationship between organizational career management and career self-management and addresses the impact on employee outcomes. within six large organizations, a sample of 491 employees reported on their career

3、 self-management initiatives, on their expectations towards organizational career support, and on their commitment and career success. this was complemented by information from their supervisors on career management support offered by hr and line management to these employees. results show that indi

4、viduals who take more initiatives to manage their career expect more career support from their employer. career self-management positively impacts affective commitment and perceived career success, while organizational career management is positively related with affective commitment and career prog

5、ress. career self-management moderates the relationship of organizational career management with affective commitment and subjective career successkeywords: career self-management; organizational career management; commitment; career success. over the past decades, changes in the socioeconomic envir

6、onment have dramatically changed the concept of a career. the notion of the new career differs from the traditional notion in the sense that responsibility for managing ones career has shifted from the employer to the employee arthur, khapova, & wilderom, 2005; stickland, 1996; sullivan, 1999. as a

7、result, new career concepts such as the boundaryless career arthur &rousseau, 1996 and the protean career hall, 1996 have emerged. these career concepts emphasize the role of the individual as primary actor in managing his or her own career and consider career self-management as a prerequisite for c

8、areer success eby, butts, & lockwood, 2003; king, 2004; seibert, kraimer, & crant, 2001. despite the growing emphasis on the individual, career management also remains an important responsibility for organizations, since organizations still form the context in which career development takes place ba

9、ruch, 1999, 2004; eby, allen, & brinley, 2005.career self-management and organizational career management ocm are not mutually exclusive but are expected to complement one another kossek, roberts, fisher, & demarr, 1998; orpen, 1994; sturges, conway, guest, & liefooghe, 2005. however, to date, littl

10、e empirical information exists that clarifies the complex relationship between both. this is an important omission since it is important for organizations to know the optimal mix between holding employees accountable for managing their own career and providing sufficient support that enables them to

11、 actually become more self-managing. simply relying on employeesspontaneousself-management initiatives without offering any career support might create a gap between those employees who are more focused on managing their career and those who take on a more passive stance towards their career develop

12、ment. this in turn might have implications for the employability of the latter group on the internal labour market since career competencies, including self-management behaviours, are important for employeesemployability fugate, kinicki, & ashforth, 2004; van der heijde & van der heijden, 2006. wher

13、eas previous research has addressed the impact of ocm on career self-management, this article first investigates the impact of career self-management on employees expectations towards ocm practices provided by their organization. second, we address the separate and joint influences of career self-ma

14、nagement and ocm on employees affective commitment and career success. although previous research has provided relevant insights in the relationship between career management and employee outcomes, several gaps in the literature exist. first, many studies tend to focus on either career self-manageme

15、nt or on ocm, thereby neglecting the relationship between both. within the new career era, it is important to know whether individuals who are more active in career self-management see this as a substitute for organizational career support or that, on the contrary, this raises their expectations abo

16、ut organizational career support compared with individuals low on career self-management. to date, this question has not been answered by existing research. some earlier studies have addressed the relationship between career self-management and career support actually received by employees, but with

17、out taking into account their expectations regarding this type of support sturges et al., 2005; sturges, guest, conway, & mackenzie davey, 2002. second, the organizational context may encourage employees to a greater or lesser extent to undertake career self-management initiatives. this might, for i

18、nstance, explain the positive relationship between career self-management and ocm found by sturges et al. 2005, who conducted their study in an organizational context where career self-management initiatives were kind of a precondition for receiving career support. by conducting our study within the

19、 setting of six large, traditional organizations where career self-management is still more a rhetoric than a reality, we overcome the contextual limitations of earlier research. third, there is a lack of research that addresses ocm using measures other than employee self-report data. this study mak

20、es a methodological contribution by using a multiple source design: while employees report on the expectations they have about the career support provided by their employer, on their career self-management initiatives and on outcome variables, a sample of line managers is included to report on the c

21、areer support offered to the target group of employees involved in the study. our data hence will allow us to overcome common method bias and to draw stronger conclusions on the relationship between the career support actually provided to employees and individual outcomes podsakoff, mackenzie, lee,

22、& podsakoff, 2003. finally, this study adds to the literature on the outcomes of career management by addressing both the direct impact as well as their interaction effect on employee outcomes with relevance for both parties employer and employee. the idea behind the notion of joint responsibility f

23、or career management orpen, 1994 is that there should also be joint benefits. therefore, we address outcomes relevant to the organization affective commitment as well as outcomes relevant to the individual perceived career success and career progress. career self-management and organizational career

24、 management career self-management refers to the proactivity employees show with respect to managing their career king, 2004; kossek et al., 1998; orpen, 1994. it includes activities such as collecting information about existing or possible career opportunities, searching for feedback about ones per

25、formance and competencies, and creating career opportunities through networking and actions aimed at enhancing ones visibility king, 2004; kossek et al., 1998; orpen, 1994; sturges et al., 2002, 2005. career self-management thus involves those activities that allow individuals to make a realistic se

26、lf-assessment of their own talents and capabilities in view of organizational career opportunities as well as concrete actions e.g., networking, self-nomination, creating opportunities undertaken to realize these ambitions noe, 1996; sturges et al., 2002; sturges, guest, & mackenzie davey, 2000. the

27、se actions can be related to improvement in ones current job as well as to movement within or outside the company king, 2004; kossek et al., 1998; sturges et al., 2002. in this article, we focus on career self-management aimed at advancing within the organization. organizational career management re

28、fers to the activities undertaken by the organization in order to plan and manage the careers of its employees baruch, 1999; baruch & budhwar, 2006; gutteridge, leibowitz, & shore, 1993; sturges et al., 2002. it includes a wide range of programmes and interventions that focus on matching individual

29、and organizational career needs and it may take the form of more or less formal activities ranging from training courses and assessment centres to mentoring and career advice baruch, 1999; baruch & peiperl, 2000. whereas traditional career management practices focus mainly on advancing the individua

30、l through the different hierarchical layers of the organization, contemporary career systems support a wider range of employee mobility patterns, such as horizontal movements or temporary project work baruch, 1999. to support this broader definition of intraorganizational mobility, ocm has come to i

31、nclude a variety of practices, with a stronger focus on career counselling, learning, and performance feedback baruch, 1999, 2004; ebyet al., 2005. inherent to this contemporary view is that both hr professionals and line managers are responsible for ocm baruch, 2004. career self-management and expe

32、ctations about organizational career management career self-management is generally described in terms of individual independence from ocm and reliance on oneself arthur & rousseau,1996. this might suggest that individuals deploying more career self-management activities would be less concerned with

33、 the career support provided by their organization. on the other hand, career self-management is also seen as increasingly important for career development within the organization. since it involves the analysis of talents, capabilities, and career ambitions noe,1996;sturges et al.,2002, individuals

34、 who engage more in career self-management might develop a better idea of what they want to achieve during their career and how they want to achieve this. in turn, this might result in a stronger concern about the support offered by the organization in realizing their career goals. employees do not

35、have full decision latitude over their desired career outcomes, such as over their salary evolutions or promotions king, 2004. in this regard, career self-management involves a set of positioning, influence and boundary management behaviours employees engage in to affect the decisions made by those

36、organizational agents that are in a position to influence their desired career outcomes king, 2004. employees who are more active in taking career self-management initiatives might hence be more concerned about influencing the decisions taken by organizational representatives about their career deve

37、lopment. as a consequence, these employees might expect more from their employer in terms of career management practices set up to support their career development, because these practices will allow them to increase their influence on reaching desired career outcomes. also, from a psychological con

38、tract perspective we can expect a positive relationship between career self-management and expectations about ocm. psychological contract literature shows that opportunities for career development form an important part of employees beliefs about the inducements their employer owes them in return fo

39、r the contributions they make cavanaugh & noe, 1999. one of these contributions are the initiatives employees undertake to realize their career goals, for example the investment of personal time and energy in self-development and networking sturges et al., 2005. based on the reciprocity principle bl

40、au, 1964, which is central to the conceptualization of the psychological contract, we believe that employees who take more responsibility for managing their career will expect the organization to reciprocate with assistance in their career development. a central premise in social exchange theory is

41、that there is balance between what both parties provide to the relationship and what they receive from it blau, 1964. applied to career management, this implies a positive association between career self-management and expectations about career support provided by the organization. there are the hyp

42、othesis: hypothesis 1: the higher the level of career self-management, the higher the level of expectations towards organizational career management. hypothesis 2: the higher the level of career self-management, the higher the level of affective commitment to the organization. hypothesis 3: the high

43、er the level of career management provided by the organization, the higher the level of employee commitment. hypothesis 4a: the higher the level of career self-management, the higher the level of employees subjective career success. hypothesis 4b: the higher the level of career self-management, the

44、higher the level of employees career progress hypothesis 5a: the higher the level of ocm practices provided by the organization, the higher the level of employees subjective career success. hypothesis 5b: the higher the level of ocm practices provided by the organization, the higher the level of emp

45、loyees career progress. hypothesis 6a: career self-management will moderate the relationship between ocm practices and affective commitment. hypothesis 6b: career self-management will moderate the relationship between ocm practices and subjective career success. hypothesis 6c: career self-management

46、 will moderate the relationship between ocm practices and career progress譯文關(guān)于在正確職業(yè)發(fā)展道路上的自我職業(yè)生涯管理與組織職業(yè)生涯管理之間的相互關(guān)系作用的研究 資料來源:歐洲工作期刊,組織心理學(xué)2009年,181,55-80 作者:ans de vos,koen dewettinck,dirk buyens 本文探討了組織職業(yè)生涯管理與自我職業(yè)生涯管理之間的關(guān)系,并且研究了其對(duì)雇員的影響結(jié)果。在一份對(duì)六個(gè)大型組織(企業(yè))中的491個(gè)雇員的自我職業(yè)生涯管理為樣本的研究中,針對(duì)他們對(duì)組織職業(yè)支持的期望、組織承諾以及職業(yè)生涯

47、的成功等方面進(jìn)行了研究。這些方面都是需要上級(jí)主管為其雇員在其職業(yè)生涯管理方面提供人力資源支持以及直線管理。相關(guān)研究結(jié)果表明,個(gè)體除了從他們的雇主那里獲取更多的職業(yè)支持,還會(huì)在他們的職業(yè)生涯管理中采取更多的行動(dòng)。當(dāng)組織職業(yè)生涯管理與雇員企業(yè)歸屬感與職業(yè)的晉升呈正相關(guān)的時(shí)候,自我職業(yè)生涯管理會(huì)影響職業(yè)生涯感情承諾與當(dāng)前的事業(yè)的成功。自我職業(yè)生涯的管理使得涉及雇員的感情承諾以及個(gè)人職業(yè)生涯成功的組織職業(yè)生涯管理與其之間的關(guān)系得到緩和。 關(guān)鍵詞: 自我職業(yè)管理,組織職業(yè)生涯管理,承諾,事業(yè)成功 在過去的幾十年,由于社會(huì)經(jīng)濟(jì)環(huán)境的變化與發(fā)展,職業(yè)生涯的概念已經(jīng)發(fā)生了極大的改變。“新的職業(yè)生涯”的概念不同

48、于傳統(tǒng)觀念,個(gè)人職業(yè)生涯的管理的責(zé)任經(jīng)歷了一個(gè)從雇主到雇員的的過程arthur, khapova, & wilderom, 2005; stickland, 1996; sullivan, 1999。因此,新的職業(yè)生涯的概念,例如,無邊界職業(yè)生涯arthur &rousseau, 1996,變化的職業(yè)生涯hall, 1996出現(xiàn)了。這些有關(guān)于職業(yè)生涯管理的概念強(qiáng)調(diào)了個(gè)體是自我職業(yè)生涯管理的主要參與者,并且認(rèn)為個(gè)人職業(yè)生涯管理是個(gè)人事業(yè)成功的先決條件 eby,butts, & lockwood,2003;king,2004;seibert,kraimer&crant,2001。盡管近來對(duì)個(gè)人的關(guān)

49、注越來越多,但是,職業(yè)生涯的管理對(duì)于企業(yè)來說仍然是一個(gè)重要的責(zé)任,因?yàn)?職業(yè)生涯的發(fā)展環(huán)境就是企業(yè)組織baruch,1999,2004;eby,allen& brinley, 2005。自我職業(yè)生涯管理和組織職業(yè)生涯管理ocm并不是相互排斥的,兩者是相輔相成,相互補(bǔ)充的。kossek,roberts,fisher&demarr,1998; orpen,1994;sturges,conway,guest&liefooghe,2005.然而,到目前為止,很少有相關(guān)的實(shí)證信息來詳細(xì)論者兩者之間的的復(fù)雜關(guān)系。這是一個(gè)重大的遺漏,因?yàn)榻M織為員工進(jìn)行自我職業(yè)生涯管理與為其提供足夠的支持使他們能夠更好地實(shí)現(xiàn)

50、自我管理是最佳的組合,通過組織提供足夠的支持,使他們對(duì)自我管理更加親力親為。但僅僅依靠員工“自然”的自我管理措施而不提供職業(yè)支持就可能使雇員形成一個(gè)更注重管理事業(yè)或者更加被動(dòng)地遵從職業(yè)生涯發(fā)展的路線的缺陷。由于職業(yè)能力,包括自我職業(yè)生涯管理行為,對(duì)于雇員的能力是十分重要的,因此,反過來,這對(duì)國(guó)內(nèi)勞務(wù)市場(chǎng)今后的就業(yè)可能會(huì)產(chǎn)生影響。 鑒于以前的研究已經(jīng)把組織職業(yè)生涯管理對(duì)自我職業(yè)生涯管理的影響考慮在內(nèi),本文首先探討員工自我職業(yè)生涯管理的期望對(duì)組織所提供的組織職業(yè)生涯管理實(shí)踐的影響。其次,我們把影響員工自我職業(yè)生涯管理以及組織職業(yè)生涯管理的個(gè)別以及相關(guān)因素加入到員工歸屬感以及事業(yè)成功的研究中。雖然以

51、前的研究提供了職業(yè)生涯管理與員工關(guān)系結(jié)果的相關(guān)見解,但是,在文獻(xiàn)中還是存在幾處空白。第一,許多研究?jī)A向于著重于自我職業(yè)生涯管理或者組織職業(yè)生涯管理,從而忽視了二者之間的關(guān)系。在“新職業(yè)生涯”的時(shí)代里,了解個(gè)人是否對(duì)自我職業(yè)生涯管理更活躍,了解其是否把其作為取代組織職業(yè)支持或者其他的;另一方面,組織職業(yè)生涯管理與個(gè)人職業(yè)生涯相對(duì)比期望值較低,這就大大提升了個(gè)人對(duì)組織職業(yè)生涯管理的期望。 但到目前為止,這個(gè)問題還沒有在現(xiàn)有的研究中得到回答。在一些早期的研究中,已對(duì)個(gè)人組織職業(yè)生涯管理以及員工實(shí)際獲得的組織職業(yè)生涯支持之間的關(guān)系進(jìn)行了相關(guān)的研究,但是沒有把關(guān)于這種支持類型的員工期望考慮在內(nèi)。stur

52、ges etal, 2005;sturges, guest,conway&mackenzie davey,2002. 第二,組織環(huán)境或多或少地會(huì)鼓勵(lì)員工進(jìn)行自我職業(yè)生涯管理措施的實(shí)施。這正如sturges 2005在組織環(huán)境研究中所表明的自我職業(yè)生涯管理措施是接受職業(yè)支持的一個(gè)先決條件,同時(shí)他認(rèn)為自我職業(yè)生涯管理與組織職業(yè)生涯管理之間的積極的關(guān)系。通過對(duì)已定的六個(gè)職業(yè)自我管理只流于形式而不切實(shí)的大型的、傳統(tǒng)的組織進(jìn)行的研究,我們客服了之前研究中的眾多局限。第三,在員工自我報(bào)告的數(shù)據(jù)方面的研究與在組織職業(yè)生涯管理措施方面的研究相比較,就顯得比較缺乏。該研究通過多源(多維度)設(shè)計(jì)得出了方法措施上的

53、貢獻(xiàn): 員工主要集中他們所期望的雇主為其提供的職業(yè)生涯的支持、自我職業(yè)生涯管理的行為以及結(jié)果變量的報(bào)告。一線經(jīng)理也包括在樣本中,主要研究對(duì)包含在研究中的員工目標(biāo)群體所提供的職業(yè)生涯支持。 因此,我們的數(shù)據(jù)將使我們克服常用方法的偏見并且在真正提供給雇員的職業(yè)生涯支持以及個(gè)人成果之間的關(guān)系中得出強(qiáng)有力的結(jié)論。podsakoff,mackenzie,lee&podsakoff,2003 最后,本研究把職業(yè)生涯管理的結(jié)果的直接影響以及其對(duì)相關(guān)的兩方面(雇主與雇員)他們之間的相互作用加入到文獻(xiàn)中。職業(yè)生涯管理概念的更深一層定義是“共同的責(zé)任” orpen, 1994,同時(shí)也也包含了“共同的利益”。因此,我們加入了組織感情承諾以及相關(guān)結(jié)果感覺到的事業(yè)成功的個(gè)人和職業(yè)進(jìn)步。 職業(yè)自我管理和組織職業(yè)生涯管理 自我職業(yè)生涯管理是指員工對(duì)其職業(yè)生涯的管理表現(xiàn)出積極主動(dòng)性king, 2004; kossek et al., 1998; orpen, 1994。它包括的活動(dòng),如收集當(dāng)前空缺或者可能的職業(yè)機(jī)會(huì)的信息,個(gè)人表現(xiàn)以及能力的反饋考核,通過網(wǎng)絡(luò)以及實(shí)際的行動(dòng)創(chuàng)造旨在提高公司知名度的就業(yè)機(jī)會(huì)king, 20