Careers: An Organisational Perspective
Careers: An Organisational Perspective is a market-leading textbook on careers in the modern organisational context. The sixth edition reflects the most recent research and trends on the new unfolding nature of careers in the fast emerging digital-era employment environment. The book retains its pop...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cape Town
Juta & Company, Limited
2020
|
| Ausgabe: | 6th ed |
| Schlagworte: | |
| Zusammenfassung: | Careers: An Organisational Perspective is a market-leading textbook on careers in the modern organisational context. The sixth edition reflects the most recent research and trends on the new unfolding nature of careers in the fast emerging digital-era employment environment. The book retains its popular blend of up-to-date theory, classical and contemporary research, application activities and real-life case scenarios that represent the cultural diversity of South Africa. Careers: An Organisational Perspective speaks to the national imperative for quality career development services for all South African citizens. The book continues to serve as a valuable resource for students, academics and practitioners who are eager to craft meaningful careers that enable them to thrive in the demanding and uncertain work sphere of Industry 4.0 (and beyond) |
| Beschreibung: | 1 Online-Ressource (543 Seiten) |
| ISBN: | 9781485131038 |
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| 505 | 8 | |a Front cover -- Title page -- Imprint page -- Contents -- About the authors -- Melinde Coetzee -- Dries (AMG) Schreuder -- Chapter contributor (Chapter 7) Ian Rothmann -- Preface -- Acknowledgements -- Chapter 1: The meaning of work -- 1.1 Introduction -- 1.2 The meaning of work in different societies and eras -- 1.3 The psychology of working -- 1.4 Work as a central life interest -- 1.5 Work and career values -- 1.5.1 Work values -- 1.5.2 Career values -- 1.6 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 2: Changes in the world of work and careers -- 2.1 Introduction -- 2.2 The workplace of industry 4.0 and beyond -- 2.3 Sustaining careers in the changing world of work -- 2.3.1 Time frame of careers -- 2.3.2 The social space of careers -- 2.3.3 Agency in career management -- 2.3.4 Meaning of a career -- 2.4 Concepts of career adaptation -- 2.5 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 3: Career models -- 3.1 Introduction -- 3.2 A plan-and-implement career model -- 3.2.1 Career exploration -- 3.2.2 Career goals -- 3.2.3 Importance of setting career goals -- 3.2.4 Career strategy -- 3.2.5 Career appraisal -- 3.3 Test-and-learn career models -- 3.3.1 The 21st-century career planning model -- 3.3.2 The career invention model -- 3.3.3 The contextual action model -- 3.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 4: Career choice and counselling -- 4.1 Introduction -- 4.2 The trait-and-factor or person-environment-fit theories -- 4.2.1 Parsons's trait-and-factor theory -- 4.2.2 Holland's theory of personality and occupational types -- 4.2.3 Dawis and Lofquist's theory of person-environment correspondence -- 4.2.4 Jung's theory of personality types -- 4.3 Lifespan development theories -- 4.4 Cognitive-behavioural theories and approaches | |
| 505 | 8 | |a 4.4.1 Krumboltz's career decision-making theory -- 4.4.2 Lent and Brown's social cognitive model of career self-management -- 4.4.3 Mitchell, Levin and Krumboltz's happenstance approach theory -- 4.4.4 Hackett and Betz's theory of self-efficacy -- 4.5 Psychodynamic approaches -- 4.5.1 Bordin's theory of personality development -- 4.5.2 Tiedeman, O'Hara and Miller-Tiedeman's life-career decision-making theory -- 4.6 Relational approaches to career development -- 4.6.1 Roe's theory of parent-child relations -- 4.7 Person-in-environment perspectives -- 4.7.1 Cook, Heppner and O'Brien's race/gender ecological theory -- 4.7.2 Brown's theory of values -- 4.8 Postmodern perspectives -- 4.8.1 Savickas's career construction theory for life designing -- 4.8.2 Frankl's theory of existential guidance (logotherapy) -- 4.9 Career theories in practice -- 4.9.1 The Diagnostic Framework for Career Services -- 4.9.2 Ethical considerations -- 4.10 Application of the diagnostic framework for career services -- 4.10.1 Determining the client's profile: Applying Super's Segmental Model of career development as a framework -- 4.10.2 Social policy and employment practices -- 4.10.3 Diagnosing the interventions required -- 4.10.4 Applying Super's developmental model to Sue's career development -- 4.10.5 Application of the model to Sue's career -- 4.10.6 Career coaching: Purpose -- 4.11 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 5: Life and career stages -- 5.1 Introduction -- 5.2 Career stages -- 5.3 Life stage development -- 5.3.1 Career development in childhood (up to 15 years) -- 5.3.2 Adolescent career development (15 to 18 years) -- 5.3.3 Emerging adulthood -- 5.3.4 Adult career development -- 5.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 6: Career issues -- 6.1 Introduction | |
| 505 | 8 | |a 6.2 Career anchors -- 6.2.1 Definition of career anchor -- 6.2.2 Origin of the concept of career anchor -- 6.2.3 Types of career anchors -- 6.2.4 Career anchor trends -- 6.2.5 Career anchors and career development -- 6.3 Career patterns -- 6.3.1 Types of career patterns -- 6.3.2 Patterns of career mobility -- 6.3.3 Career patterns and career development -- 6.4 Career roles -- 6.5 Work-life balance -- 6.5.1 Working couples -- 6.5.2 Family patterns -- 6.5.3 Work-family conflict -- 6.5.4 Work-family enrichment -- 6.5.5 Organisational actions -- 6.6 Career plateauing -- 6.6.1 Types of career plateauing -- 6.6.2 Outcomes of career plateauing -- 6.6.3 Organisational actions -- 6.7 Obsolescence -- 6.7.1 Model of obsolescence -- 6.7.2 Organisational actions -- 6.8 Job insecurity, job loss and unemployment -- 6.8.1 Ways in which individuals are affected by losing a job -- 6.8.2 Stages of job loss -- 6.8.3 Organisational actions -- 6.8.4 Career assistance to retrenched employees -- 6.9 The psychological contract -- 6.10 Diverse needs of employees -- 6.10.1 Generational diversity -- 6.10.2 Diversity in gender -- 6.10.3 Diversity in ethnicity -- 6.11 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 7: Career well-being -- 7.1 Introduction -- 7.2 Approaches to well-being -- 7.2.1 Hedonia versus eudaimonia -- 7.2.2 Subjective well-being -- 7.2.3 The broaden-and-build theory of positive emotions -- 7.2.4 Psychological well-being -- 7.2.5 The PERMA model -- 7.2.6 The mental health continuum -- 7.2.7 Flourishing at work -- 7.2.8 Emotional well-being -- 7.2.9 Psychological well-being -- 7.2.10 Social well-being -- 7.3 Antecedents of flourishing and languishing -- 7.3.1 Person-environment fit -- 7.3.2 Strengths use -- 7.3.3 Role clarity -- 7.3.4 Overload and personal resources -- 7.3.5 The nature of the job -- 7.3.6 Job security | |
| 505 | 8 | |a 7.3.7 Supervisor relations -- 7.3.8 Work beliefs -- 7.3.9 Advancement -- 7.3.10 Remuneration -- 7.3.11 Work-home and home-work interaction -- 7.4 Individual traits and well-being -- 7.4.1 Personality traits -- 7.4.2 Sense of coherence -- 7.4.3 Generalised self-efficacy -- 7.4.4 Optimism -- 7.4.5 Coping -- 7.5 Outcomes of flourishing and languishing -- 7.5.1 The effects of stress -- 7.5.2 Burnout -- 7.6 Interventions to promote well-being -- 7.6.1 Organisational interventions -- 7.6.2 Empowering leadership -- 7.6.3 Individual interventions -- 7.7 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 8: Organisational talent management and career support -- 8.1 Introduction -- 8.2 The organisational talent management system -- 8.3 Online talent management platforms -- 8.4 Person-environment fit -- 8.5 Talent career development support -- 8.6 Talent career development support practices -- 8.6.1 Advertising internal job openings -- 8.6.2 Formal education -- 8.6.3 On-the-job learning -- 8.6.4 Job crafting -- 8.6.5 Performance appraisal -- 8.6.6 Career counselling, advising and discussion -- 8.6.7 Competency-based career ladders -- 8.6.8 Succession planning -- 8.6.9 Retirement preparation programmes -- 8.6.10 Mentoring and executive coaching -- 8.6.11 Customising career progression and development -- 8.6.12 Booklets and/or pamphlets and online career development centres -- 8.6.13 Career adaptability and transition coaching -- 8.6.14 Onboarding -- 8.6.15 Secondments and exchanges -- 8.6.16 Redeployment and outplacement programmes -- 8.6.17 Special programmes -- 8.7 Ethical dilemmas -- 8.8 Conclusion -- Review and discussion questions -- Glossary -- A -- B -- C -- D -- E -- F -- G -- I -- J -- K -- L -- M -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- References -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M. | |
| 505 | 8 | |a N -- O -- P -- R -- S -- T -- U -- V -- W -- X -- Y -- Z -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z. | |
| 520 | 3 | |a Careers: An Organisational Perspective is a market-leading textbook on careers in the modern organisational context. The sixth edition reflects the most recent research and trends on the new unfolding nature of careers in the fast emerging digital-era employment environment. The book retains its popular blend of up-to-date theory, classical and contemporary research, application activities and real-life case scenarios that represent the cultural diversity of South Africa. Careers: An Organisational Perspective speaks to the national imperative for quality career development services for all South African citizens. The book continues to serve as a valuable resource for students, academics and practitioners who are eager to craft meaningful careers that enable them to thrive in the demanding and uncertain work sphere of Industry 4.0 (and beyond) | |
| 650 | 4 | |a Career development | |
| 650 | 4 | |a Occupations | |
| 650 | 4 | |a Vocational guidance | |
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| contents | Front cover -- Title page -- Imprint page -- Contents -- About the authors -- Melinde Coetzee -- Dries (AMG) Schreuder -- Chapter contributor (Chapter 7) Ian Rothmann -- Preface -- Acknowledgements -- Chapter 1: The meaning of work -- 1.1 Introduction -- 1.2 The meaning of work in different societies and eras -- 1.3 The psychology of working -- 1.4 Work as a central life interest -- 1.5 Work and career values -- 1.5.1 Work values -- 1.5.2 Career values -- 1.6 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 2: Changes in the world of work and careers -- 2.1 Introduction -- 2.2 The workplace of industry 4.0 and beyond -- 2.3 Sustaining careers in the changing world of work -- 2.3.1 Time frame of careers -- 2.3.2 The social space of careers -- 2.3.3 Agency in career management -- 2.3.4 Meaning of a career -- 2.4 Concepts of career adaptation -- 2.5 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 3: Career models -- 3.1 Introduction -- 3.2 A plan-and-implement career model -- 3.2.1 Career exploration -- 3.2.2 Career goals -- 3.2.3 Importance of setting career goals -- 3.2.4 Career strategy -- 3.2.5 Career appraisal -- 3.3 Test-and-learn career models -- 3.3.1 The 21st-century career planning model -- 3.3.2 The career invention model -- 3.3.3 The contextual action model -- 3.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 4: Career choice and counselling -- 4.1 Introduction -- 4.2 The trait-and-factor or person-environment-fit theories -- 4.2.1 Parsons's trait-and-factor theory -- 4.2.2 Holland's theory of personality and occupational types -- 4.2.3 Dawis and Lofquist's theory of person-environment correspondence -- 4.2.4 Jung's theory of personality types -- 4.3 Lifespan development theories -- 4.4 Cognitive-behavioural theories and approaches 4.4.1 Krumboltz's career decision-making theory -- 4.4.2 Lent and Brown's social cognitive model of career self-management -- 4.4.3 Mitchell, Levin and Krumboltz's happenstance approach theory -- 4.4.4 Hackett and Betz's theory of self-efficacy -- 4.5 Psychodynamic approaches -- 4.5.1 Bordin's theory of personality development -- 4.5.2 Tiedeman, O'Hara and Miller-Tiedeman's life-career decision-making theory -- 4.6 Relational approaches to career development -- 4.6.1 Roe's theory of parent-child relations -- 4.7 Person-in-environment perspectives -- 4.7.1 Cook, Heppner and O'Brien's race/gender ecological theory -- 4.7.2 Brown's theory of values -- 4.8 Postmodern perspectives -- 4.8.1 Savickas's career construction theory for life designing -- 4.8.2 Frankl's theory of existential guidance (logotherapy) -- 4.9 Career theories in practice -- 4.9.1 The Diagnostic Framework for Career Services -- 4.9.2 Ethical considerations -- 4.10 Application of the diagnostic framework for career services -- 4.10.1 Determining the client's profile: Applying Super's Segmental Model of career development as a framework -- 4.10.2 Social policy and employment practices -- 4.10.3 Diagnosing the interventions required -- 4.10.4 Applying Super's developmental model to Sue's career development -- 4.10.5 Application of the model to Sue's career -- 4.10.6 Career coaching: Purpose -- 4.11 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 5: Life and career stages -- 5.1 Introduction -- 5.2 Career stages -- 5.3 Life stage development -- 5.3.1 Career development in childhood (up to 15 years) -- 5.3.2 Adolescent career development (15 to 18 years) -- 5.3.3 Emerging adulthood -- 5.3.4 Adult career development -- 5.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 6: Career issues -- 6.1 Introduction 6.2 Career anchors -- 6.2.1 Definition of career anchor -- 6.2.2 Origin of the concept of career anchor -- 6.2.3 Types of career anchors -- 6.2.4 Career anchor trends -- 6.2.5 Career anchors and career development -- 6.3 Career patterns -- 6.3.1 Types of career patterns -- 6.3.2 Patterns of career mobility -- 6.3.3 Career patterns and career development -- 6.4 Career roles -- 6.5 Work-life balance -- 6.5.1 Working couples -- 6.5.2 Family patterns -- 6.5.3 Work-family conflict -- 6.5.4 Work-family enrichment -- 6.5.5 Organisational actions -- 6.6 Career plateauing -- 6.6.1 Types of career plateauing -- 6.6.2 Outcomes of career plateauing -- 6.6.3 Organisational actions -- 6.7 Obsolescence -- 6.7.1 Model of obsolescence -- 6.7.2 Organisational actions -- 6.8 Job insecurity, job loss and unemployment -- 6.8.1 Ways in which individuals are affected by losing a job -- 6.8.2 Stages of job loss -- 6.8.3 Organisational actions -- 6.8.4 Career assistance to retrenched employees -- 6.9 The psychological contract -- 6.10 Diverse needs of employees -- 6.10.1 Generational diversity -- 6.10.2 Diversity in gender -- 6.10.3 Diversity in ethnicity -- 6.11 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 7: Career well-being -- 7.1 Introduction -- 7.2 Approaches to well-being -- 7.2.1 Hedonia versus eudaimonia -- 7.2.2 Subjective well-being -- 7.2.3 The broaden-and-build theory of positive emotions -- 7.2.4 Psychological well-being -- 7.2.5 The PERMA model -- 7.2.6 The mental health continuum -- 7.2.7 Flourishing at work -- 7.2.8 Emotional well-being -- 7.2.9 Psychological well-being -- 7.2.10 Social well-being -- 7.3 Antecedents of flourishing and languishing -- 7.3.1 Person-environment fit -- 7.3.2 Strengths use -- 7.3.3 Role clarity -- 7.3.4 Overload and personal resources -- 7.3.5 The nature of the job -- 7.3.6 Job security 7.3.7 Supervisor relations -- 7.3.8 Work beliefs -- 7.3.9 Advancement -- 7.3.10 Remuneration -- 7.3.11 Work-home and home-work interaction -- 7.4 Individual traits and well-being -- 7.4.1 Personality traits -- 7.4.2 Sense of coherence -- 7.4.3 Generalised self-efficacy -- 7.4.4 Optimism -- 7.4.5 Coping -- 7.5 Outcomes of flourishing and languishing -- 7.5.1 The effects of stress -- 7.5.2 Burnout -- 7.6 Interventions to promote well-being -- 7.6.1 Organisational interventions -- 7.6.2 Empowering leadership -- 7.6.3 Individual interventions -- 7.7 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 8: Organisational talent management and career support -- 8.1 Introduction -- 8.2 The organisational talent management system -- 8.3 Online talent management platforms -- 8.4 Person-environment fit -- 8.5 Talent career development support -- 8.6 Talent career development support practices -- 8.6.1 Advertising internal job openings -- 8.6.2 Formal education -- 8.6.3 On-the-job learning -- 8.6.4 Job crafting -- 8.6.5 Performance appraisal -- 8.6.6 Career counselling, advising and discussion -- 8.6.7 Competency-based career ladders -- 8.6.8 Succession planning -- 8.6.9 Retirement preparation programmes -- 8.6.10 Mentoring and executive coaching -- 8.6.11 Customising career progression and development -- 8.6.12 Booklets and/or pamphlets and online career development centres -- 8.6.13 Career adaptability and transition coaching -- 8.6.14 Onboarding -- 8.6.15 Secondments and exchanges -- 8.6.16 Redeployment and outplacement programmes -- 8.6.17 Special programmes -- 8.7 Ethical dilemmas -- 8.8 Conclusion -- Review and discussion questions -- Glossary -- A -- B -- C -- D -- E -- F -- G -- I -- J -- K -- L -- M -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- References -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M. N -- O -- P -- R -- S -- T -- U -- V -- W -- X -- Y -- Z -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z. |
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| edition | 6th ed |
| format | Electronic eBook |
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"><subfield code="a">(ZDB-89-EBL)EBL6634864</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1241255107</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV048523151</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Coetzee, M.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Careers</subfield><subfield code="b">An Organisational Perspective</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">6th ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cape Town</subfield><subfield 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-- 4.5.2 Tiedeman, O'Hara and Miller-Tiedeman's life-career decision-making theory -- 4.6 Relational approaches to career development -- 4.6.1 Roe's theory of parent-child relations -- 4.7 Person-in-environment perspectives -- 4.7.1 Cook, Heppner and O'Brien's race/gender ecological theory -- 4.7.2 Brown's theory of values -- 4.8 Postmodern perspectives -- 4.8.1 Savickas's career construction theory for life designing -- 4.8.2 Frankl's theory of existential guidance (logotherapy) -- 4.9 Career theories in practice -- 4.9.1 The Diagnostic Framework for Career Services -- 4.9.2 Ethical considerations -- 4.10 Application of the diagnostic framework for career services -- 4.10.1 Determining the client's profile: Applying Super's Segmental Model of career development as a framework -- 4.10.2 Social policy and employment practices -- 4.10.3 Diagnosing the interventions required -- 4.10.4 Applying Super's developmental model to Sue's career development -- 4.10.5 Application of the model to Sue's career -- 4.10.6 Career coaching: Purpose -- 4.11 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 5: Life and career stages -- 5.1 Introduction -- 5.2 Career stages -- 5.3 Life stage development -- 5.3.1 Career development in childhood (up to 15 years) -- 5.3.2 Adolescent career development (15 to 18 years) -- 5.3.3 Emerging adulthood -- 5.3.4 Adult career development -- 5.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 6: Career issues -- 6.1 Introduction</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.2 Career anchors -- 6.2.1 Definition of career anchor -- 6.2.2 Origin of the concept of career anchor -- 6.2.3 Types of career anchors -- 6.2.4 Career anchor trends -- 6.2.5 Career anchors and career development -- 6.3 Career patterns -- 6.3.1 Types of career patterns -- 6.3.2 Patterns of career mobility -- 6.3.3 Career patterns and career development -- 6.4 Career roles -- 6.5 Work-life balance -- 6.5.1 Working couples -- 6.5.2 Family patterns -- 6.5.3 Work-family conflict -- 6.5.4 Work-family enrichment -- 6.5.5 Organisational actions -- 6.6 Career plateauing -- 6.6.1 Types of career plateauing -- 6.6.2 Outcomes of career plateauing -- 6.6.3 Organisational actions -- 6.7 Obsolescence -- 6.7.1 Model of obsolescence -- 6.7.2 Organisational actions -- 6.8 Job insecurity, job loss and unemployment -- 6.8.1 Ways in which individuals are affected by losing a job -- 6.8.2 Stages of job loss -- 6.8.3 Organisational actions -- 6.8.4 Career assistance to retrenched employees -- 6.9 The psychological contract -- 6.10 Diverse needs of employees -- 6.10.1 Generational diversity -- 6.10.2 Diversity in gender -- 6.10.3 Diversity in ethnicity -- 6.11 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 7: Career well-being -- 7.1 Introduction -- 7.2 Approaches to well-being -- 7.2.1 Hedonia versus eudaimonia -- 7.2.2 Subjective well-being -- 7.2.3 The broaden-and-build theory of positive emotions -- 7.2.4 Psychological well-being -- 7.2.5 The PERMA model -- 7.2.6 The mental health continuum -- 7.2.7 Flourishing at work -- 7.2.8 Emotional well-being -- 7.2.9 Psychological well-being -- 7.2.10 Social well-being -- 7.3 Antecedents of flourishing and languishing -- 7.3.1 Person-environment fit -- 7.3.2 Strengths use -- 7.3.3 Role clarity -- 7.3.4 Overload and personal resources -- 7.3.5 The nature of the job -- 7.3.6 Job security</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.3.7 Supervisor relations -- 7.3.8 Work beliefs -- 7.3.9 Advancement -- 7.3.10 Remuneration -- 7.3.11 Work-home and home-work interaction -- 7.4 Individual traits and well-being -- 7.4.1 Personality traits -- 7.4.2 Sense of coherence -- 7.4.3 Generalised self-efficacy -- 7.4.4 Optimism -- 7.4.5 Coping -- 7.5 Outcomes of flourishing and languishing -- 7.5.1 The effects of stress -- 7.5.2 Burnout -- 7.6 Interventions to promote well-being -- 7.6.1 Organisational interventions -- 7.6.2 Empowering leadership -- 7.6.3 Individual interventions -- 7.7 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 8: Organisational talent management and career support -- 8.1 Introduction -- 8.2 The organisational talent management system -- 8.3 Online talent management platforms -- 8.4 Person-environment fit -- 8.5 Talent career development support -- 8.6 Talent career development support practices -- 8.6.1 Advertising internal job openings -- 8.6.2 Formal education -- 8.6.3 On-the-job learning -- 8.6.4 Job crafting -- 8.6.5 Performance appraisal -- 8.6.6 Career counselling, advising and discussion -- 8.6.7 Competency-based career ladders -- 8.6.8 Succession planning -- 8.6.9 Retirement preparation programmes -- 8.6.10 Mentoring and executive coaching -- 8.6.11 Customising career progression and development -- 8.6.12 Booklets and/or pamphlets and online career development centres -- 8.6.13 Career adaptability and transition coaching -- 8.6.14 Onboarding -- 8.6.15 Secondments and exchanges -- 8.6.16 Redeployment and outplacement programmes -- 8.6.17 Special programmes -- 8.7 Ethical dilemmas -- 8.8 Conclusion -- Review and discussion questions -- Glossary -- A -- B -- C -- D -- E -- F -- G -- I -- J -- K -- L -- M -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- References -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">N -- O -- P -- R -- S -- T -- U -- V -- W -- X -- Y -- Z -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z.</subfield></datafield><datafield tag="520" ind1="3" ind2=" "><subfield code="a">Careers: An Organisational Perspective is a market-leading textbook on careers in the modern organisational context. The sixth edition reflects the most recent research and trends on the new unfolding nature of careers in the fast emerging digital-era employment environment. The book retains its popular blend of up-to-date theory, classical and contemporary research, application activities and real-life case scenarios that represent the cultural diversity of South Africa. Careers: An Organisational Perspective speaks to the national imperative for quality career development services for all South African citizens. The book continues to serve as a valuable resource for students, academics and practitioners who are eager to craft meaningful careers that enable them to thrive in the demanding and uncertain work sphere of Industry 4.0 (and beyond)</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Career development</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Occupations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Vocational guidance</subfield></datafield><datafield tag="653" ind1=" " ind2="6"><subfield code="a">Electronic books</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Coetzee, M.</subfield><subfield code="t">Careers</subfield><subfield code="d">Cape Town : Juta & Company, Limited,c2020</subfield><subfield code="z">9781485131021</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033899999</subfield></datafield></record></collection> |
| id | DE-604.BV048523151 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T20:50:25Z |
| indexdate | 2024-07-10T09:40:30Z |
| institution | BVB |
| isbn | 9781485131038 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033899999 |
| oclc_num | 1241255107 |
| open_access_boolean | |
| physical | 1 Online-Ressource (543 Seiten) |
| psigel | ZDB-30-PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Juta & Company, Limited |
| record_format | marc |
| spelling | Coetzee, M. Verfasser aut Careers An Organisational Perspective 6th ed Cape Town Juta & Company, Limited 2020 ©2020 1 Online-Ressource (543 Seiten) txt rdacontent c rdamedia cr rdacarrier Front cover -- Title page -- Imprint page -- Contents -- About the authors -- Melinde Coetzee -- Dries (AMG) Schreuder -- Chapter contributor (Chapter 7) Ian Rothmann -- Preface -- Acknowledgements -- Chapter 1: The meaning of work -- 1.1 Introduction -- 1.2 The meaning of work in different societies and eras -- 1.3 The psychology of working -- 1.4 Work as a central life interest -- 1.5 Work and career values -- 1.5.1 Work values -- 1.5.2 Career values -- 1.6 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 2: Changes in the world of work and careers -- 2.1 Introduction -- 2.2 The workplace of industry 4.0 and beyond -- 2.3 Sustaining careers in the changing world of work -- 2.3.1 Time frame of careers -- 2.3.2 The social space of careers -- 2.3.3 Agency in career management -- 2.3.4 Meaning of a career -- 2.4 Concepts of career adaptation -- 2.5 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 3: Career models -- 3.1 Introduction -- 3.2 A plan-and-implement career model -- 3.2.1 Career exploration -- 3.2.2 Career goals -- 3.2.3 Importance of setting career goals -- 3.2.4 Career strategy -- 3.2.5 Career appraisal -- 3.3 Test-and-learn career models -- 3.3.1 The 21st-century career planning model -- 3.3.2 The career invention model -- 3.3.3 The contextual action model -- 3.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 4: Career choice and counselling -- 4.1 Introduction -- 4.2 The trait-and-factor or person-environment-fit theories -- 4.2.1 Parsons's trait-and-factor theory -- 4.2.2 Holland's theory of personality and occupational types -- 4.2.3 Dawis and Lofquist's theory of person-environment correspondence -- 4.2.4 Jung's theory of personality types -- 4.3 Lifespan development theories -- 4.4 Cognitive-behavioural theories and approaches 4.4.1 Krumboltz's career decision-making theory -- 4.4.2 Lent and Brown's social cognitive model of career self-management -- 4.4.3 Mitchell, Levin and Krumboltz's happenstance approach theory -- 4.4.4 Hackett and Betz's theory of self-efficacy -- 4.5 Psychodynamic approaches -- 4.5.1 Bordin's theory of personality development -- 4.5.2 Tiedeman, O'Hara and Miller-Tiedeman's life-career decision-making theory -- 4.6 Relational approaches to career development -- 4.6.1 Roe's theory of parent-child relations -- 4.7 Person-in-environment perspectives -- 4.7.1 Cook, Heppner and O'Brien's race/gender ecological theory -- 4.7.2 Brown's theory of values -- 4.8 Postmodern perspectives -- 4.8.1 Savickas's career construction theory for life designing -- 4.8.2 Frankl's theory of existential guidance (logotherapy) -- 4.9 Career theories in practice -- 4.9.1 The Diagnostic Framework for Career Services -- 4.9.2 Ethical considerations -- 4.10 Application of the diagnostic framework for career services -- 4.10.1 Determining the client's profile: Applying Super's Segmental Model of career development as a framework -- 4.10.2 Social policy and employment practices -- 4.10.3 Diagnosing the interventions required -- 4.10.4 Applying Super's developmental model to Sue's career development -- 4.10.5 Application of the model to Sue's career -- 4.10.6 Career coaching: Purpose -- 4.11 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 5: Life and career stages -- 5.1 Introduction -- 5.2 Career stages -- 5.3 Life stage development -- 5.3.1 Career development in childhood (up to 15 years) -- 5.3.2 Adolescent career development (15 to 18 years) -- 5.3.3 Emerging adulthood -- 5.3.4 Adult career development -- 5.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 6: Career issues -- 6.1 Introduction 6.2 Career anchors -- 6.2.1 Definition of career anchor -- 6.2.2 Origin of the concept of career anchor -- 6.2.3 Types of career anchors -- 6.2.4 Career anchor trends -- 6.2.5 Career anchors and career development -- 6.3 Career patterns -- 6.3.1 Types of career patterns -- 6.3.2 Patterns of career mobility -- 6.3.3 Career patterns and career development -- 6.4 Career roles -- 6.5 Work-life balance -- 6.5.1 Working couples -- 6.5.2 Family patterns -- 6.5.3 Work-family conflict -- 6.5.4 Work-family enrichment -- 6.5.5 Organisational actions -- 6.6 Career plateauing -- 6.6.1 Types of career plateauing -- 6.6.2 Outcomes of career plateauing -- 6.6.3 Organisational actions -- 6.7 Obsolescence -- 6.7.1 Model of obsolescence -- 6.7.2 Organisational actions -- 6.8 Job insecurity, job loss and unemployment -- 6.8.1 Ways in which individuals are affected by losing a job -- 6.8.2 Stages of job loss -- 6.8.3 Organisational actions -- 6.8.4 Career assistance to retrenched employees -- 6.9 The psychological contract -- 6.10 Diverse needs of employees -- 6.10.1 Generational diversity -- 6.10.2 Diversity in gender -- 6.10.3 Diversity in ethnicity -- 6.11 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 7: Career well-being -- 7.1 Introduction -- 7.2 Approaches to well-being -- 7.2.1 Hedonia versus eudaimonia -- 7.2.2 Subjective well-being -- 7.2.3 The broaden-and-build theory of positive emotions -- 7.2.4 Psychological well-being -- 7.2.5 The PERMA model -- 7.2.6 The mental health continuum -- 7.2.7 Flourishing at work -- 7.2.8 Emotional well-being -- 7.2.9 Psychological well-being -- 7.2.10 Social well-being -- 7.3 Antecedents of flourishing and languishing -- 7.3.1 Person-environment fit -- 7.3.2 Strengths use -- 7.3.3 Role clarity -- 7.3.4 Overload and personal resources -- 7.3.5 The nature of the job -- 7.3.6 Job security 7.3.7 Supervisor relations -- 7.3.8 Work beliefs -- 7.3.9 Advancement -- 7.3.10 Remuneration -- 7.3.11 Work-home and home-work interaction -- 7.4 Individual traits and well-being -- 7.4.1 Personality traits -- 7.4.2 Sense of coherence -- 7.4.3 Generalised self-efficacy -- 7.4.4 Optimism -- 7.4.5 Coping -- 7.5 Outcomes of flourishing and languishing -- 7.5.1 The effects of stress -- 7.5.2 Burnout -- 7.6 Interventions to promote well-being -- 7.6.1 Organisational interventions -- 7.6.2 Empowering leadership -- 7.6.3 Individual interventions -- 7.7 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 8: Organisational talent management and career support -- 8.1 Introduction -- 8.2 The organisational talent management system -- 8.3 Online talent management platforms -- 8.4 Person-environment fit -- 8.5 Talent career development support -- 8.6 Talent career development support practices -- 8.6.1 Advertising internal job openings -- 8.6.2 Formal education -- 8.6.3 On-the-job learning -- 8.6.4 Job crafting -- 8.6.5 Performance appraisal -- 8.6.6 Career counselling, advising and discussion -- 8.6.7 Competency-based career ladders -- 8.6.8 Succession planning -- 8.6.9 Retirement preparation programmes -- 8.6.10 Mentoring and executive coaching -- 8.6.11 Customising career progression and development -- 8.6.12 Booklets and/or pamphlets and online career development centres -- 8.6.13 Career adaptability and transition coaching -- 8.6.14 Onboarding -- 8.6.15 Secondments and exchanges -- 8.6.16 Redeployment and outplacement programmes -- 8.6.17 Special programmes -- 8.7 Ethical dilemmas -- 8.8 Conclusion -- Review and discussion questions -- Glossary -- A -- B -- C -- D -- E -- F -- G -- I -- J -- K -- L -- M -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- References -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M. N -- O -- P -- R -- S -- T -- U -- V -- W -- X -- Y -- Z -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z. Careers: An Organisational Perspective is a market-leading textbook on careers in the modern organisational context. The sixth edition reflects the most recent research and trends on the new unfolding nature of careers in the fast emerging digital-era employment environment. The book retains its popular blend of up-to-date theory, classical and contemporary research, application activities and real-life case scenarios that represent the cultural diversity of South Africa. Careers: An Organisational Perspective speaks to the national imperative for quality career development services for all South African citizens. The book continues to serve as a valuable resource for students, academics and practitioners who are eager to craft meaningful careers that enable them to thrive in the demanding and uncertain work sphere of Industry 4.0 (and beyond) Career development Occupations Vocational guidance Electronic books Erscheint auch als Druck-Ausgabe Coetzee, M. Careers Cape Town : Juta & Company, Limited,c2020 9781485131021 |
| spellingShingle | Coetzee, M. Careers An Organisational Perspective Front cover -- Title page -- Imprint page -- Contents -- About the authors -- Melinde Coetzee -- Dries (AMG) Schreuder -- Chapter contributor (Chapter 7) Ian Rothmann -- Preface -- Acknowledgements -- Chapter 1: The meaning of work -- 1.1 Introduction -- 1.2 The meaning of work in different societies and eras -- 1.3 The psychology of working -- 1.4 Work as a central life interest -- 1.5 Work and career values -- 1.5.1 Work values -- 1.5.2 Career values -- 1.6 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 2: Changes in the world of work and careers -- 2.1 Introduction -- 2.2 The workplace of industry 4.0 and beyond -- 2.3 Sustaining careers in the changing world of work -- 2.3.1 Time frame of careers -- 2.3.2 The social space of careers -- 2.3.3 Agency in career management -- 2.3.4 Meaning of a career -- 2.4 Concepts of career adaptation -- 2.5 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 3: Career models -- 3.1 Introduction -- 3.2 A plan-and-implement career model -- 3.2.1 Career exploration -- 3.2.2 Career goals -- 3.2.3 Importance of setting career goals -- 3.2.4 Career strategy -- 3.2.5 Career appraisal -- 3.3 Test-and-learn career models -- 3.3.1 The 21st-century career planning model -- 3.3.2 The career invention model -- 3.3.3 The contextual action model -- 3.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 4: Career choice and counselling -- 4.1 Introduction -- 4.2 The trait-and-factor or person-environment-fit theories -- 4.2.1 Parsons's trait-and-factor theory -- 4.2.2 Holland's theory of personality and occupational types -- 4.2.3 Dawis and Lofquist's theory of person-environment correspondence -- 4.2.4 Jung's theory of personality types -- 4.3 Lifespan development theories -- 4.4 Cognitive-behavioural theories and approaches 4.4.1 Krumboltz's career decision-making theory -- 4.4.2 Lent and Brown's social cognitive model of career self-management -- 4.4.3 Mitchell, Levin and Krumboltz's happenstance approach theory -- 4.4.4 Hackett and Betz's theory of self-efficacy -- 4.5 Psychodynamic approaches -- 4.5.1 Bordin's theory of personality development -- 4.5.2 Tiedeman, O'Hara and Miller-Tiedeman's life-career decision-making theory -- 4.6 Relational approaches to career development -- 4.6.1 Roe's theory of parent-child relations -- 4.7 Person-in-environment perspectives -- 4.7.1 Cook, Heppner and O'Brien's race/gender ecological theory -- 4.7.2 Brown's theory of values -- 4.8 Postmodern perspectives -- 4.8.1 Savickas's career construction theory for life designing -- 4.8.2 Frankl's theory of existential guidance (logotherapy) -- 4.9 Career theories in practice -- 4.9.1 The Diagnostic Framework for Career Services -- 4.9.2 Ethical considerations -- 4.10 Application of the diagnostic framework for career services -- 4.10.1 Determining the client's profile: Applying Super's Segmental Model of career development as a framework -- 4.10.2 Social policy and employment practices -- 4.10.3 Diagnosing the interventions required -- 4.10.4 Applying Super's developmental model to Sue's career development -- 4.10.5 Application of the model to Sue's career -- 4.10.6 Career coaching: Purpose -- 4.11 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 5: Life and career stages -- 5.1 Introduction -- 5.2 Career stages -- 5.3 Life stage development -- 5.3.1 Career development in childhood (up to 15 years) -- 5.3.2 Adolescent career development (15 to 18 years) -- 5.3.3 Emerging adulthood -- 5.3.4 Adult career development -- 5.4 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 6: Career issues -- 6.1 Introduction 6.2 Career anchors -- 6.2.1 Definition of career anchor -- 6.2.2 Origin of the concept of career anchor -- 6.2.3 Types of career anchors -- 6.2.4 Career anchor trends -- 6.2.5 Career anchors and career development -- 6.3 Career patterns -- 6.3.1 Types of career patterns -- 6.3.2 Patterns of career mobility -- 6.3.3 Career patterns and career development -- 6.4 Career roles -- 6.5 Work-life balance -- 6.5.1 Working couples -- 6.5.2 Family patterns -- 6.5.3 Work-family conflict -- 6.5.4 Work-family enrichment -- 6.5.5 Organisational actions -- 6.6 Career plateauing -- 6.6.1 Types of career plateauing -- 6.6.2 Outcomes of career plateauing -- 6.6.3 Organisational actions -- 6.7 Obsolescence -- 6.7.1 Model of obsolescence -- 6.7.2 Organisational actions -- 6.8 Job insecurity, job loss and unemployment -- 6.8.1 Ways in which individuals are affected by losing a job -- 6.8.2 Stages of job loss -- 6.8.3 Organisational actions -- 6.8.4 Career assistance to retrenched employees -- 6.9 The psychological contract -- 6.10 Diverse needs of employees -- 6.10.1 Generational diversity -- 6.10.2 Diversity in gender -- 6.10.3 Diversity in ethnicity -- 6.11 Conclusion -- Review and discussion questions -- Reflection activity -- Chapter 7: Career well-being -- 7.1 Introduction -- 7.2 Approaches to well-being -- 7.2.1 Hedonia versus eudaimonia -- 7.2.2 Subjective well-being -- 7.2.3 The broaden-and-build theory of positive emotions -- 7.2.4 Psychological well-being -- 7.2.5 The PERMA model -- 7.2.6 The mental health continuum -- 7.2.7 Flourishing at work -- 7.2.8 Emotional well-being -- 7.2.9 Psychological well-being -- 7.2.10 Social well-being -- 7.3 Antecedents of flourishing and languishing -- 7.3.1 Person-environment fit -- 7.3.2 Strengths use -- 7.3.3 Role clarity -- 7.3.4 Overload and personal resources -- 7.3.5 The nature of the job -- 7.3.6 Job security 7.3.7 Supervisor relations -- 7.3.8 Work beliefs -- 7.3.9 Advancement -- 7.3.10 Remuneration -- 7.3.11 Work-home and home-work interaction -- 7.4 Individual traits and well-being -- 7.4.1 Personality traits -- 7.4.2 Sense of coherence -- 7.4.3 Generalised self-efficacy -- 7.4.4 Optimism -- 7.4.5 Coping -- 7.5 Outcomes of flourishing and languishing -- 7.5.1 The effects of stress -- 7.5.2 Burnout -- 7.6 Interventions to promote well-being -- 7.6.1 Organisational interventions -- 7.6.2 Empowering leadership -- 7.6.3 Individual interventions -- 7.7 Conclusion -- Review and discussion questions -- Reflection activities -- Chapter 8: Organisational talent management and career support -- 8.1 Introduction -- 8.2 The organisational talent management system -- 8.3 Online talent management platforms -- 8.4 Person-environment fit -- 8.5 Talent career development support -- 8.6 Talent career development support practices -- 8.6.1 Advertising internal job openings -- 8.6.2 Formal education -- 8.6.3 On-the-job learning -- 8.6.4 Job crafting -- 8.6.5 Performance appraisal -- 8.6.6 Career counselling, advising and discussion -- 8.6.7 Competency-based career ladders -- 8.6.8 Succession planning -- 8.6.9 Retirement preparation programmes -- 8.6.10 Mentoring and executive coaching -- 8.6.11 Customising career progression and development -- 8.6.12 Booklets and/or pamphlets and online career development centres -- 8.6.13 Career adaptability and transition coaching -- 8.6.14 Onboarding -- 8.6.15 Secondments and exchanges -- 8.6.16 Redeployment and outplacement programmes -- 8.6.17 Special programmes -- 8.7 Ethical dilemmas -- 8.8 Conclusion -- Review and discussion questions -- Glossary -- A -- B -- C -- D -- E -- F -- G -- I -- J -- K -- L -- M -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- References -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M. N -- O -- P -- R -- S -- T -- U -- V -- W -- X -- Y -- Z -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z. Career development Occupations Vocational guidance |
| title | Careers An Organisational Perspective |
| title_auth | Careers An Organisational Perspective |
| title_exact_search | Careers An Organisational Perspective |
| title_exact_search_txtP | Careers An Organisational Perspective |
| title_full | Careers An Organisational Perspective |
| title_fullStr | Careers An Organisational Perspective |
| title_full_unstemmed | Careers An Organisational Perspective |
| title_short | Careers |
| title_sort | careers an organisational perspective |
| title_sub | An Organisational Perspective |
| topic | Career development Occupations Vocational guidance |
| topic_facet | Career development Occupations Vocational guidance |
| work_keys_str_mv | AT coetzeem careersanorganisationalperspective |