1、 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 outcomes Material Source: European Journal Of Work And Organizational Psychology 2009, 18 (1), 55 80 Author: Ans De Vos ， Koen De
2、wettinck， 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 exp
3、ectations 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 manag
4、e 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
5、 relationship of organizational career management with affective commitment and subjective career success. Keywords: Career self-management; Organizational career management; Commitment; Career success. Over the past decades, changes in the socioeconomic environment have dramatically changed the con
6、cept 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, Stickland, 1996; Sullivan, 1999). As a result, new career concepts such as the boundaryless car
7、eer (Arthur King, 2004; Seibert, Kraimer, Eby, Allen, Orpen, 1994; Sturges, Conway, Guest, van der Heijde Sturges, Guest, Conway, Kossek et al., 1998; Orpen, 1994). It includes activities such as collecting information about existing or possible career opportunities, searching for feedback about one
8、s 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 reali
9、stic 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, Kossek et al., 199
10、8; 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 Gutteridge
11、, Leibowitz, 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 advic
12、e (Baruch, 1999; Baruch 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 o
13、f individual independence from OCM and reliance on oneself (Arthur 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 conc
14、ern 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, i
15、nfluence 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 c
16、oncerned 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 al
17、low 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
18、 form an important part of employees beliefs about the inducements their employer owes them in return for the contributions they make (Cavanaugh 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 King,2004;Seibert,KraimerEby,Allen Orpen,1994;Sturges,Conway,GuestSturges, Guest,Conway Ko
19、ssek 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, 2004; Kossek et al., 1998; Orpen, 1994; Sturges et al., 2002, 2005)。自我职业生涯管理当然包括这些方面的行动，它使得个人能够来对其自身的智力以及能力进行自我评估，同时能够使个人从组织所提供的职业机会以及实际的行动 (例如 ,网络、自我推荐、为员工创造机会 )来实现自身的职业愿景 (Noe, 1996; Sturge
20、s et al., 2002; Sturges, Guest, Kossek et al., 1998; Sturges et al., 2002)。在这篇文章中，我们着重研究在组织内部提高员工的自我职业生涯管理。 组织职业生涯管理是指组织为计划和管理员工的职业生涯所承担的活动(Baruch, 1999; Baruch Gutteridge, Leibowitz, Sturges et al., 2002)。它包括一系列广泛的项目以及干预措施，主要集中在个人匹配以及组织职业生涯的需要，在这期间它会或多或少以不同形式的正式活动在培训课程、评估中心、指导和职业的建议方面展开 (Baruch, 19
21、99; Baruch Ebyet al., 2005)。当前固有的观点认为人力资源专员以及直线经理对组织职业生涯管理直接负责 (Baruch, 2004)。 基于组织职业生涯管理的自我职业生涯管理与期望 自我职业生涯管理主要从个人独立的组织职业生涯管理以及与个人相关的方面来描述 (Arthur Sturges et al., 2000, 2002),因此，更加关注于自我职业生涯管理的个体会为实现其目标而制定措施计划，并且会关注如何才能实现其目标。反过来，当组织了解到员工的职业目标时，组织则会更加关注于提供员工支持。雇主没有绝对的权利决定员工的职业结果，例如工资的变化或者晋升。在这一方面 ,自我
22、职业生涯管理包 括一系列的程序 ,具有影响以及边界管理行为的员工对企业的决策产生一定的影响，这些决策是由对员工的预期职业成果具有决策影响的组织中的部门来执行的 (King, 2004)。热衷于进行自我职业生涯管理的员工，会更关注组织为其自身职业生涯发展所作出的更有影响力的决策。 因此 ,这些雇员可能会希望雇主更多地建立起职业生涯管理实践方面措施来支持他们的职业发展 ,因为这些措施将促使他们的职业生涯更快地达到预期的结果。 同时 ,从心理契约的角度我们可以预料到自我职业生涯管理以及组织职业生涯管理正面关系之间的差距。心理契约方面的文献表 明，职业发展机会是员工职业信念的重要组成部分，也是促使雇主
23、对雇员所作出贡献的回应(Cavanaugh & Noe, 1999)。这些贡献是雇员们所采取的为实现其目标的措施之一，例如，他们把个人的时间与精力用于自我的提升以及关系网络的维系(Sturges et al, 2005)。其中，互惠互利原则（ (Blau, 1964），是建立心理契约的重要理论核心，我们从中可以看出，员工所承担的责任越多，他们进行自我职业管理以及希望组织协助他们进行职业生涯管理的期望就越高。社会交换理论中的重要前提是，日常的交际能够使他 们得到关系维系的同时他们能从中得到收获 (Blau, 1964)。 应用到自我职业生涯管理中，这就意味着在自我职业生涯管理以及期望组织所能提供的职业支持的正向联系。 以下是本文的研究的假设： 假设 1:自我职业生涯管理的水平越高，对组织的职业生涯管理的期望就越高。 假设 2: 自我职业生涯管理的水平越高，对组织承诺的影响水平就越高。 假设 3：组织的职业生涯管理水平越高，员工对组织的承诺越高。 假设 4a: 自我职业生涯管理的水平越高 ,员工主观的事业成功水平越高。 假设 4b: 自我职业生涯管理的水平越高 ,员工的职业进 程的水平就越高。 假设 5a: 组织所提供的组织职业生涯管理实施的水平越高，员工主观的事业成功水平越高。
