Title: Psychological Career Contract, HRD and Self Management of Managers
Abstract: This chapter reports on one part of a broader research project on the relationship between human resource development (HRD) pattern, psychological career contract and mobility perspective of managers. The chapter's main focus is the relationship between managers' views on career-development and their HRD-patterns. It considers: To what extent do managers actually feel committed to self-manage their careers? Can they be characterised as so called protean managers? How does commitment to career self-management relate to the nature of managers' learning activities (=HRD-patterns)? Theories from three different fields are explored: the shift towards modern careers is addressed and the term psychological career contract is introduced; four domains of career development, i.e. optimizing your situation, using your career planning skills, engaging in personal development, and balancing work and non-work, are described; and managers' learning behaviour. Results indicate that: managers are highly committed to career self-management; managers feel least committed to career planning; there were no significant correlations between frequency of different types of HRD-activities; managers do not plan their HRD activities to a high extent; and managers with higher levels of commitment to career self-management have richer HRD patterns than those who hold more traditional views of career self-management.
Publication Year: 2006
Publication Date: 2006-02-03
Language: en
Type: book-chapter
Indexed In: ['crossref']
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Cited By Count: 2
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