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文档格式.docx

1、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 80Author: Ans De Vos ， Koen Dewettinck，Di

2、rk BuyensThis 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 tow

3、ards 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 caree

4、r 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

5、 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 concept of a care

6、er. 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

7、 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; Kin

8、g, 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

9、）.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 clar

10、ifies 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. Sim

11、ply 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 implicatio

12、ns 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

13、 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

14、 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 re

15、lationship 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 compar

16、ed 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）. Secon