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1、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,
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 without taking into account their expectations regarding this type of support Sturges et al., 2005; Sturges, Guest, Conway, & Mackenzi
