關于在正確職業(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系作用的

1、關于在正確職業(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 seifmanagement and organizational career management in explaining employee outcomesmaterial source: european journal of work and organizational psychology 2009, 1

2、8 1, 55 ? 80author: ans de vos , koen dewettinck, dirk buyensthis article explores the relationship between organizational career management and career seif-management and addresses the impact on employee outcomes. within six large organizations， a sample of 491 employees reported on their career se

3、lf-management initiatives, on their expectations towards orgatio rml 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 managcment to those employees. rcsuits show that individual

4、s who take more employer. career self-management positively impacts affeetivc conimitmcnt and perceived career success, while organizational career management is positively rela ted with affee tive comm it ment and career progress. career self-management moderates the relationship of organizational

5、career management with affective commitment and subjective career successkeywords: ceireer selfma nageme nt; orgci niza tional career management; commitment; career success.over the past decades, changes in the socioeconomic environment have dramatically changed the concept of a career. the notion o

6、f the "'new career"， differs from the traditional notion in the sense that responsibility for managing one' s career has shifted from the employer to the employee arthur, khapova, & wilderom, 2005; stickland, 1996; sul 1 ivan, 1999. as a resuit, new career concepts such as the

7、boundary!ess 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 career success eby, butts, & lock

8、wood, 2003; king, 2004; seibert, kraimer, & crant, 2001. despite the growing emphasis on the individual, career management also remains an important responsib訂ity for organizations, since organizations still form the contcxt in which career dcvelopmcnt takes place baruch, 1999, organizational ca

9、reer managcmcnt ocm arc 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, little empirical information exists that clarifies the complex relationship between bot

10、h. this is an important omission since it is importa nt for orgemiza tions to know the opti meil mix bet wee n holdingemployees accountable formanaging their own career and providingsufficient support thatenables them to actually become moreself-managing.simplyrelyingonemployees ' 'spontaneo

11、us， ， self-management initiatives without offering any career support might create a geip between those employees who are more focused on managing their career and those who take on a more passive stance towards their career development. this in turn might have implications for the employability of

12、the latter group on the internal labour market since career competencies, including seif-management behaviours, arc important for employees cmployability fugatc, kinicki， & ashforth, 2004; van der heijde & van der heijden, 2006.whereas previous research has addressed the impact of och on car

13、eer self-management, this article first investigates the impact of career seif-management on employees expectations towards ocm practices provided by their organizeition. second, we address the separatc and joint commitment and career success. although previous research has provided relevant insight

14、s 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-management or on ocm, thereby- neglecting the rela ti onship bet ween both. within the ' 'new career"， era, it is importan

15、t 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 about organizational career support compared with individuals low on career self-management. to date, this q

16、uestion has not been answered by existing research. some eeirlier studies have addressed the relationship between career self-management and career support actually received by employees, but without taking into account their expectations regarding this type of support sturges e tai., 2005; sturges,

17、 gues t, conway, &m ackenzie davey, 2002. second, the organizational context may encourage employees to a greater or lesser extent to undertake career sclf-managcment initiativcs. this might, for instance, explain the positive relationship between career sei f-managemen t and ocm found by sturge

18、s et al. 2005, who con due ted 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 setting of six large, traditioneda reality, we overcome the contextual limitations of earlier

19、research. third, there is a lack of research that addresses ocm using measures other than employee self-report data. this study makes a methodological contribution by using a multiple source design: while employees report on the expectations they have about the career support provided by their emplo

20、yer, on their career self-management initiatives wind on outcome variables, a sample of line managers is included to report on the career support offered to the target group of employees invoived in the study. our data hence will allow us to overcome common method bias and to draw stronger conclusio

21、ns on the relationship between the career support actually provided to employees and individueil outcomes podsakoff, mackenzie, lee, & podsakoff, 2003. finally, this study adds to the 1i terature on the outcomes of career management by addressing both the direct impact as well as their interacti

22、on effect on employee outcomes with relevanee for both parties employer and employee. the idea behind the notion of ' 'joint rcsponsibility， ， for career management orpcn， 1994 is that there should also be ' "joint benefits' ' . therefore, we address outcomes relevant to the

23、 organization affective commitment as well as outcomes relevant to the individual perceived career success and career progress.career self-management andorganizational career managementcareer self-management refers to the proactivity employees show with respect to managing their career king, 2004; k

24、ossek et al., 1998; orpen，1994. it includes activities such as collecting infonnation about existing or possible career opportunities, searching for feedback about one" s performance and competencies, and creating career opportunities t hrough net work ing and actions aimed at enhancing one'

25、; s visibility king, 2004; kossek et al., 1998; orpen, 1994; sturges et al., 2002, 2005. career self-management thus invoives those activities that allow individuals to make a realistic self-assessment of their own talents and capabilities in view of organizational career opportunities as well as co

26、ncrete actions e. g., networking, self-nomination, creating opportunities undertaken to realize these ambitions noe, 1996; sturges et al., 2002; sturges, guest, & mackenzie davey, 2000. these actions can be related to improvement in one" s current job as well as to movement within or outsid

27、e the company king, 2004; kossek et al., 1998; sturges et al., 2002. in this article, we focus on career sclf-maneigcmcnt aimed at advancing within the organization.organi zati onal career mem agement refers to the activities undertaken by the organization in order to plan and manage the careers of

28、its employees baruch, 1999; baruch & budhwar, 2006; gutteridge, lei bow itz, & shore, 1993; sturges ct al., 2002. it in eludes a wide range organizational career needs and it may takc the form of more or less formal activities ranging from training courses and assessment centres to men tor i

29、n g and career advice baruch, 1999; beiruch & peiperl，2000. whereas traditional career management practices focus mainly on advancing the individual through the different hierarchical layers of the organization, contemporary career systems support a wider range of employee mobility patterns, suc

30、h as horizontal movements or temporary project work baruch, 1999 to support this broader def in iti on of intraorganizational mobility, ocm has come to include a variety of practicos, with a stronger focus on career counselling, learning, and performance feedback baruch, 1999, 2004; ebyet al., 2005.

31、 in herent to t his con temporary view is that both hr professionals and line managers are responsible for ocm baruch, 2004.career seif-management and expectations aboutorganizational career managementcareer self-management is generally described in terms of individual independence from ocm and reli

32、ance on oneself arthur & rousseau, 1996. this might suggest that individuals deploying more career seifmanagement activities would be less concerned with the career support provided by their organization. on the other hand, career self-marmgement is also seen as increasingly important for career

33、 development within the organization. since it involves the analysis of individuals 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 resuit in a stronger concern about the sup

34、port offered by the organization in realizing their career goals. employees do not have full decision latitude over their desired career out comes, such as over t heir saleiry evolutions or promoti ons king, 2004. in this regard, career self-management involves a set of positioning, influence and bo

35、undary management behaviours employees engage in to affect the decisions made by those organizational agents that arc in a position to influence their desired career outcomes king, 2004. employees who are more active in taking career self-marmgement initiatives might hence be more concerned about in

36、fluencing the decisions taken by organizationeil representeitives about their career development. 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 those practices will allow them to inc

37、rease their influence on reaching desired career outcomes.al so, from a psychological contract perspective we can expect a positive relationship between career self-management and expectations about ocm. psychological contract literature shows that opportunities for career development fooi an import

38、ant part of employees， beliefs aboutthey make cavanaugh & noc, 1999. one of these contributions arc 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 rec

39、iprocity principle blau, 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 socia

40、l exchange theory is t hat t here is balance bet ween wha t both parties provide to the relationship and what they receive from it blau, 1964. applied to career maneigement, this implies a positive association between ceireer self-management and expectations about career support provided by the orga

41、nization.there are the hypothesis:hypothesis 1: the higher the level of career seif-management, the higher the level of cxpectations towards organizational career management.hypothesis 2: the higher the 1 evel of career seinagement, the higher the level of affective commitment to the organization.hy

42、pothesis 3: the higher the level of career management provided by the organization， the higher the level of employee commitment.hypothesis 4a: the higher the level of career seif-management, thehigher the level of employees' subjective career success.hypothesis 4b: the higher the level of career

43、 self-management, the 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 careersuccess.hypothesis 5b: the higher the level of ocm practices provided by the organizatio

44、n, the higher the level of employees， career progress.hypothesis 6a: career self-management will moderate the relationship between ocm practices and affective commitment.hypothesis6b:careerselfmanagementwillmoderatetherelationship between ocm practices and subjective career success.hypothesis6c:care

45、erseif-managementwillmoderatetherelationship between ocm practices and career progress 譯文關于在正確職業(yè)發(fā)展道路上的自我職業(yè)牛涯管理與組織職業(yè)牛涯管理之間 的相互關系作用的研究資料來源：歐洲工作期刊，組織心理學2009年，181, 55-80作者:ans de vos, koen dewettinck, dirk buyens木文探討了組織職業(yè)牛涯管理與自我職業(yè)生涯管理之間的關系，并且研 究了其對雇員的影響結果。在一份對六個大型組織（企業(yè)）屮的491個雇員的自我 職業(yè)生涯的成功等方而進行了研究。這些方而都是

46、需要上級主管為其雇員在其職 業(yè)牛涯管理方面提供人力資源支持以及直線管理。相關研究結果表明，個體除了 從他們的雇主那里獲取更多的職業(yè)支持，還會在他們的職業(yè)生涯管理屮采取更多 的行動。當組織職業(yè)生涯管理與丿崔員企業(yè)歸屬感與職業(yè)的晉升呈止相關的時候, 自我職業(yè)牛涯管理會影響職業(yè)牛涯感情承諾與當前的事業(yè)的成功。自我職業(yè)牛涯 的管理使得涉及雇員的感情承諾以及個人職業(yè)生涯成功的組織職業(yè)生涯管理與 其之間的關系得到緩和。關鍵詞：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，由于社會經(jīng)濟環(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?！靶碌穆殬I(yè)生涯”的概念不同于傳統(tǒng)觀念，個人職業(yè)生涯的

47、管 理的責任經(jīng)歷了一個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)牛涯arthur &rousseau, 1996,變化的職業(yè)生涯hall, 1996出現(xiàn)了。 這些有關于職業(yè)生涯管理的概念強調(diào)了個體是自我職業(yè)生涯管理的主要參與者, 并且認為個人職業(yè)生涯管理是個人事業(yè)成功的先決條件eby, butts, & lockwood, 2003; ki ng, 2004; seibert, kraimer&crant,

48、2001。盡管近來對個人的關 注越來越多，但是，職業(yè)生涯的管理對于企業(yè)來說仍然是一個重要的責任，因為, 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, 2005o自我職業(yè)生涯管理和組織職業(yè)生涯管理0cm并不是相互排斥的，兩者是相 orpcn, 1994; sturges, conway, guest&licfooghe, 2005.然而，到目前為止，很少有 相關的實證信息來詳細論者兩者之間的的復雜關系。這是一個重大的遺漏，因為 組織為員工進行白我職業(yè)生涯管理與為其提供足夠的支持使他們能夠更好地實 現(xiàn)自我管理是最佳的組

49、合，通過組織提供足夠的支持，使他們對自我管理更加親 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 員形成一個更注重管理事業(yè)或者更加被動地遵從職業(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，對于雇員的能力是十分重要的，因此, 反過來，這對國內(nèi)勞務市場今后的就業(yè)可能會產(chǎn)生影響。鑒于以前的研究已經(jīng)把組織職業(yè)生涯管理對自我職業(yè)生涯管理的影響考 慮在內(nèi)，木文首先探討員工自我職業(yè)牛涯管理的期望對組織所提供的組織職業(yè)牛 涯管理實踐的影響。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 管理的個別以及相關因素加入到員工歸屬感以及事業(yè)成功的研究中。雖然以前的

50、研究提供了職業(yè)生涯管理與員工關系結果的相關見解，但是，在文獻中還是存在 幾處空白。第一,許多研究傾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系。在“新職業(yè)生涯”的時代里，了解個人是否對自 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)生涯管理與個人職業(yè)生涯相對比期望值較低，這就大大提升了 個人對組織職業(yè)生涯管理的期望。但到目前為止，這個問題還沒有在現(xiàn)有的研究 中得到回答。在一些早期的研究中，已對個人組織職業(yè)生涯管理以及員工實際獲 得的組織職業(yè)牛涯支持之間的關系進行了相關的研究，但是沒有把關于這種支持 類型的員工期望考慮在內(nèi)

51、。sturges ctal, 2005;sturges,進行自我職業(yè)生涯管理措施的實施。這正如sturges 2005在組織壞境研究中所表明的自我職業(yè)牛涯管理措施是接受職業(yè)支持的一個先決條件，同時他認為自我 職業(yè)生涯管理與組織職業(yè)生涯管理z間的積極的關系。通過對已定的六個職業(yè)白 我管理只流于形式而不切實的大型的、傳統(tǒng)的組織進行的研究，我們客服了之前 研究中的眾多局限。第三，在員工自我報告的數(shù)據(jù)方面的研究與在組織職業(yè)牛涯 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）設計得 出了方法措施上的貢獻：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

52、及結果變量的報告。一線經(jīng)理也包括在樣本 中，主要研究對包含在研究中的員工目標群體所提供的職業(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 以及個人成果z間的關系屮得出強有力的結論。 podsakoff, mackenzie, lee&podsakoff, 2003最后，本研究把職業(yè)生涯管理的結 果的直接影響以及其對相關的兩方面（雇主與雇員）他們之間的相互作用加入到 文獻中。職業(yè)生涯管理概念的更深一層定義是“共同的責任” orpen, 1994,同 時也也包含了“共同的利益”。因此，我們加入了組織感情承諾以及相關結果感覺 到的事業(yè)成功的個人和職業(yè)進步。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其職業(yè)生涯的管理表現(xiàn)岀積極主動性king, 2004; kossek et al., 1998; orpen, 1994。它包括的活動，如收集當前空缺或 者可能的職業(yè)機會的信息，個人表現(xiàn)以及能力的反饋考核，通過網(wǎng)絡以及實際的 行動創(chuàng)造旨在提高公司知名度的就業(yè)機會king, 2004; kossek et al., 1998; orpcn, 1994; sturges ct