关于在正确职业发展道路上的自我职业生涯管理与组织职业生涯管理之间的相互关系作用的研究外文翻译（可编辑） .doc

关于在正确职业发展道路上的自我职业生涯管理与组织职业生涯管理之间的相互关系作用的研究外文翻译 外文翻译原文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, 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 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 individuals 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 progress. 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 environment 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 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 career 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 baruch, 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, little 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 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 development. 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. whereas 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-management 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-management 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 about 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 without 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 instance, 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 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 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 employer, on their career self-management initiatives and on outcome variables, a sample of line managers is included to report on the career 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, & 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 for 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 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 performance 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 self-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. these 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 refers 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 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 individual 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 include 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 expectations 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 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 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 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 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 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 these practices will allow them to increase their influence on reaching desired career outcomes. also, 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 form an important part of employees beliefs about the inducements their employer owes them in return for 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 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 social exchange theory is 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 hypothesis: 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 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 self-management, the higher the level of employees subjective career success. hypothesis 4b: the higher the level of career 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 career success. hypothesis 5b: the higher the level of ocm practices provided by the organization, the higher the level of employees 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 will moderate the relationship between ocm practices and career progress译文关于在正确职业发展道路上的自我职业生涯管理与组织职业生涯管理之间的相互关系作用的研究 资料来源:欧洲工作期刊,组织心理学2009年,181,55-80 作者:ans de vos,koen dewettinck,dirk buyens 本文探讨了组织职业生涯管理与自我职业生涯管理之间的关系,并且研究了其对雇员的影响结果。在一份对六个大型组织(企业)中的491个雇员的自我职业生涯管理为样本的研究中,针对他们对组织职业支持的期望、组织承诺以及职业生涯的成功等方面进行了研究。这些方面都是需要上级主管为其雇员在其职业生涯管理方面提供人力资源支持以及直线管理。相关研究结果表明,个体除了从他们的雇主那里获取更多的职业支持,还会在他们的职业生涯管理中采取更多的行动。当组织职业生涯管理与雇员企业归属感与职业的晋升呈正相关的时候,自我职业生涯管理会影响职业生涯感情承诺与当前的事业的成功。自我职业生涯的管理使得涉及雇员的感情承诺以及个人职业生涯成功的组织职业生涯管理与其之间的关系得到缓和。 关键词: 自我职业管理,组织职业生涯管理,承诺,事业成功 在过去的几十年,由于社会经济环境的变化与发展,职业生涯的概念已经发生了极大的改变。“新的职业生涯”的概念不同于传统观念,个人职业生涯的管理的责任经历了一个从雇主到雇员的的过程arthur, khapova, & wilderom, 2005; stickland, 1996; sullivan, 1999。因此,新的职业生涯的概念,例如,无边界职业生涯arthur &rousseau, 1996,变化的职业生涯hall, 1996出现了。这些有关于职业生涯管理的概念强调了个体是自我职业生涯管理的主要参与者,并且认为个人职业生涯管理是个人事业成功的先决条件 eby,butts, & lockwood,2003;king,2004;seibert,kraimer&crant,2001。尽管近来对个人的关注越来越多,但是,职业生涯的管理对于企业来说仍然是一个重要的责任,因为,职业生涯的发展环境就是企业组织baruch,1999,2004;eby,allen& brinley, 2005。自我职业生涯管理和组织职业生涯管理ocm并不是相互排斥的,两者是相辅相成,相互补充的。kossek,roberts,fisher&demarr,1998; orpen,1994;sturges,conway,guest&liefooghe,2005.然而,到目前为止,很少有相关的实证信息来详细论者两者之间的的复杂关系。这是一个重大的遗漏,因为组织为员工进行自我职业生涯管理与为其提供足够的支持使他们能够更好地实现自我管理是最佳的组合,通过组织提供足够的支持,使他们对自我管理更加亲力亲为。但仅仅依靠员工“自然”的自我管理措施而不提供职业支持就可能使雇员形成一个更注重管理事业或者更加被动地遵从职业生涯发展的路线的缺陷。由于职业能力,包括自我职业生涯管理行为,对于雇员的能力是十分重要的,因此,反过来,这对国内劳务市场今后的就业可能会产生影响。 鉴于以前的研究已经把组织职业生涯管理对自我职业生涯管理的影响考虑在内,本文首先探讨员工自我职业生涯管理的期望对组织所提供的组织职业生涯管理实践的影响。其次,我们把影响员工自我职业生涯管理以及组织职业生涯管理的个别以及相关因素加入到员工归属感以及事业成功的研究中。虽然以前的研究提供了职业生涯管理与员工关系结果的相关见解,但是,在文献中还是存在几处空白。第一,许多研究倾向于着重于自我职业生涯管理或者组织职业生涯管理,从而忽视了二者之间的关系。在“新职业生涯”的时代里,了解个人是否对自我职业生涯管理更活跃,了解其是否把其作为取代组织职业支持或者其他的;另一方面,组织职业生涯管理与个人职业生涯相对比期望值较低,这就大大提升了个人对组织职业生涯管理的期望。 但到目前为止,这个问题还没有在现有的研究中得到回答。在一些早期的研究中,已对个人组织职业生涯管理以及员工实际获得的组织职业生涯支持之间的关系进行了相关的研究,但是没有把关于这种支持类型的员工期望考虑在内。sturges etal, 2005;sturges, guest,conway&mackenzie davey,2002. 第二,组织环境或多或少地会鼓励员工进行自我职业生涯管理措施的实施。这正如sturges 2005在组织环境研究中所表明的自我职业生涯管理措施是接受职业支持的一个先决条件,同时他认为自我职业生涯管理与组织职业生涯管理之间的积极的关系。通过对已定的六个职业自我管理只流于形式而不切实的大型的、传统的组织进行的研究,我们客服了之前研究中的众多局限。第三,在员工自我报告的数据方面的研究与在组织职业生涯管理措施方面的研究相比较,就显得比较缺乏。该研究通过多源(多维度)设计得出了方法措施上的贡献: 员工主要集中他们所期望的雇主为其提供的职业生涯的支持、自我职业生涯管理的行为以及结果变量的报告。一线经理也包括在样本中,主要研究对包含在研究中的员工目标群体所提供的职业生涯支持。 因此,我们的数据将使我们克服常用方法的偏见并且在真正提供给雇员的职业生涯支持以及个人成果之间的关系中得出强有力的结论。podsakoff,mackenzie,lee&podsakoff,2003 最后,本研究把职业生涯管理的结果的直接影响以及其对相关的两方面(雇主与雇员)他们之间的相互作用加入到文献中。职业生涯管理概念的更深一层定义是“共同的责任” orpen, 1994,同时也也包含了“共同的利益”。因此,我们加入了组织感情承诺以及相关结果感觉到的事业成功的个人和职业进步。 职业自我管理和组织职业生涯管理 自我职业生涯管理是指员工对其职业生涯的管理表现出积极主动性king, 2004; kossek et al., 1998; orpen, 1994。它包括的活动,如收集当前空缺或者可能的职业机会的信息,个人表现以及能力的反馈考核,通过网络以及实际的行动创造旨在提高公司知名度的就业机会king, 20