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Who benefits from independent careers? Employees, organizations, or both?

Research output: Contribution to journalArticle

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Who benefits from independent careers? Employees, organizations, or both? / Rodrigues, Ricardo ; Guest, David Edmund; Oliveira, Teresa; Alfes, Kerstin.

In: Journal Of Vocational Behavior, Vol. 91, 12.2015, p. 23-34.

Research output: Contribution to journalArticle

Harvard

Rodrigues, R, Guest, DE, Oliveira, T & Alfes, K 2015, 'Who benefits from independent careers? Employees, organizations, or both?', Journal Of Vocational Behavior, vol. 91, pp. 23-34. https://doi.org/10.1016/j.jvb.2015.09.005

APA

Rodrigues, R., Guest, D. E., Oliveira, T., & Alfes, K. (2015). Who benefits from independent careers? Employees, organizations, or both? Journal Of Vocational Behavior, 91, 23-34. https://doi.org/10.1016/j.jvb.2015.09.005

Vancouver

Rodrigues R, Guest DE, Oliveira T, Alfes K. Who benefits from independent careers? Employees, organizations, or both? Journal Of Vocational Behavior. 2015 Dec;91:23-34. https://doi.org/10.1016/j.jvb.2015.09.005

Author

Rodrigues, Ricardo ; Guest, David Edmund ; Oliveira, Teresa ; Alfes, Kerstin. / Who benefits from independent careers? Employees, organizations, or both?. In: Journal Of Vocational Behavior. 2015 ; Vol. 91. pp. 23-34.

Bibtex Download

@article{30d39dd7812d4a46a6497fc7b6a0aafc,
title = "Who benefits from independent careers? Employees, organizations, or both?",
abstract = "The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a {\textquoteleft}new career{\textquoteright} deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.",
author = "Ricardo Rodrigues and Guest, {David Edmund} and Teresa Oliveira and Kerstin Alfes",
year = "2015",
month = dec,
doi = "10.1016/j.jvb.2015.09.005",
language = "English",
volume = "91",
pages = "23--34",
journal = "Journal Of Vocational Behavior",
issn = "0001-8791",
publisher = "ACADEMIC PRESS INC",

}

RIS (suitable for import to EndNote) Download

TY - JOUR

T1 - Who benefits from independent careers? Employees, organizations, or both?

AU - Rodrigues, Ricardo

AU - Guest, David Edmund

AU - Oliveira, Teresa

AU - Alfes, Kerstin

PY - 2015/12

Y1 - 2015/12

N2 - The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a ‘new career’ deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.

AB - The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a ‘new career’ deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.

U2 - 10.1016/j.jvb.2015.09.005

DO - 10.1016/j.jvb.2015.09.005

M3 - Article

VL - 91

SP - 23

EP - 34

JO - Journal Of Vocational Behavior

JF - Journal Of Vocational Behavior

SN - 0001-8791

ER -

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