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Contrary to Schein's theory of career anchors, which rests on the dominance of a single career anchor, the present study proposes an original career anchor structure that captures multiple dominant anchors. The analysis of data from a sample of 880 Quebec engineers supports this reconceptualization based on a circular model of career anchors. The new dynamics of career anchors shows that several anchors are complementary (e.g., creativity and challenge) while others are conflictual (e.g., challenge and security). In particular, the correlational analysis at the axial level indicates that the "self-enhancement" pole (managerial competence, identity) is negatively correlated with the "self-transcendence" (service/dedication to a cause, technical competence), whereas the pole "openness to change" (challenge, entrepreneurial creativity) is negatively correlated with the "conservation" pole (security, lifestyle). These findings can lead to more research in career management.
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In contrast with Schein's theory, which presumes a single dominant career anchor, this study proposes an original model based on a career value structure that could explain why some individuals have several dominant career anchors. Career values, which are organized according a circular logic, are grouped into four large clusters of values which are opposed by pairs: bureaucratic self-concept opposed to the protean self-concept and careerist self-concept opposed to social self-concept. Using a new career value inventory, the model was tested on a sample of 240 employees and 155 managers in a health care organization. Construct validity was demonstrated by linking career values with career anchors, proactivity and collectivism. For instance, of the four career self-concepts, only the careerist self-concept is significantly related to the managerial competence.
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In recent years, the attractiveness of temporary placement agencies for nurses has grown significantly. In a labour scarcity context, it is worth exploring the motivations that encourage nurses to choose temporary work and remain loyal to their agency. Building on the classification of Tan and Tan (2002), four sources of motivation were explored: individual or family incentives, economic incentives, professional motivations and personal preferences. Regarding family motivations, this study was mainly interested in the role of flexible working conditions offered by placement agencies. Concerning economic motivations, we examined the influence of pay conditions. Our investigation of professional motivations centered on agency nurses' opportunities for skills development. Finally, the role of personal preferences was explored via workload. The results of our study, conducted on two samples, one of 500 nurses working in nursing agencies in Quebec and the other of 99 nurses from two agencies, showed that family and professional development motivations had a positive influence on agency nurses' satisfaction. In contrast, their loyalty is more closely related to the need for flexible hours, training and skills development, job security and the possibility of choosing one's assignments. Good salary conditions are not sufficient. Nurses who choose temporary work are motivated by more than a quest for better economic conditions. They also want greater freedom of choice and self-determination, and more opportunities for professional development.
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Nombreuses sont les études ayant répertorié les facteurs susceptibles de favoriser l’engagement affectif des employés envers leur organisation. Toutefois, davantage de recherches sont requises afin de comprendre les mécanismes par lesquels ces facteurs agissent sur le niveau d’engagement organisationnel affectif (EOA), et de cerner dans quel contexte et sous quelles conditions leurs effets s’avèrent les plus puissants (Becker, Klein, et Meyer, 2009). La présente étude s’inscrit dans la lignée des études récentes qui visent à surmonter cette limite en investiguant l’interaction entre les facteurs organisationnels et les caractéristiques individuelles dans la prédiction de l’EOA, soutenant que des dispositions individuelles modulent les perceptions des expériences de travail, influençant par le fait même les réactions attitudinales et comportementales. Plusieurs études démontrent que le locus de contrôle, défini comme la tendance des individus à croire qu’ils contrôlent ou non leur environnement et le cours des évènements (Rotter, 1954), joue notamment un rôle sur la façon dont les individus perçoivent leur environnement. Appuyant son raisonnement sur la théorie de l’échange social (Blau, 1964) et sur le modèle de l’engagement au groupe (Tyler et Blader, 2003), l’objectif de cette étude est d’examiner l’effet de l’interaction entre le locus de contrôle (interne/externe) et les perceptions de justice procédurale ainsi que la fierté organisationnelle des employés sur leur niveau d’engagement affectif. Les résultats indiquent que le locus de contrôle exerce un effet modérateur entre l’EOA et les deux antécédents proposés. Ainsi, en vertu de la norme de réciprocité, la tendance des individus à croire que la fierté organisationnelle et la justice procédurale sont le produit de leurs actions les conduiraient à s’engager affectivement auprès de cette dernière. En plus de souligner le rôle important du locus de contrôle dans les réactions attitudinales aux facteurs organisationnels, les résultats démontrent la pertinence d’étudier l’effet modérateur d’autres traits individuels susceptibles de moduler l’adoption de certains comportements et attitudes, ce qui peut représenter un avantage pour les salariés et les dirigeants.
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- Journal Article (4)