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Full Description
The Fourth Edition of Career Management is designed to help students understand themselves and their careers, to develop the skills necessary to manage their careers effectively, and to act as a mentor or human resource manager helping other workers develop their own careers. A thorough revision of the third edition the Fourth Edition captures new and emerging theories and issues related to career management and features:- Updated and streamlined learning exercises integrated into the text to help readers practice career management skills- Fine-tuning of existing section-ending cases and preparation of additional cases- End-of-chapter summaries, assignments, and discussion questions
Contents
PART IChapter 1: Introduction to the Study of CareersThe Changing Landscape of WorkDefinition of Career ConceptsWhat is a Career?Career ManagementCareer DevelopmentThe Need to Understand Career ManagementThe Individual PerspectiveThe Organizational PerspectiveSummary of the Contemporary WorkplaceChapter 1 Case: Richard the Information Systems ExecutiveChapter 2: Career Contexts and StagesThe Traditional Perspectives on CareersContemporary Perspectives on Careers: The Boundaryless and Protean ThemesSocial Influences on CareersThe Differing Meanings of Career SuccessThe Developmental or Stage-Based Perspective on CareersErikson's Approach to Life DevelopmentLevinson's Approach to Adult Life DevelopmentStages of Career DevelopmentChapter 2 Case: Kevin at the CrossroadsChapter 3: A Model of Career ManagementAn Overview of the Career Management ModelTheory and Research on the Career Management ProcessCareer Management as on Ongoing ProcessIndicators of Effective Career ManagementChapter 3 Case: Michele Terry, the Aspiring Banking ExecutiveChapter 4: Applications of a Career Management Model: A Guide to Career ExplorationTypes of Career ExplorationSelf-ExplorationConsideration of Needs Outside of WorkTechniques for Self-ExplorationTheme IdentificationEnvironmental ExplorationTechniques for Effective Work ExplorationUnderstanding One's Preferred Work EnvironmentOvercoming Obstacles to Career Exploration: A Set of GuidelinesSelf and Environmental Exploration: A Reciprocal RelationshipChapter 4 Case: Joe Francis the Sales ExecutiveAppendix for Chapter 4: Learning Exercises #1 through #4Chapter 5: Applications of the Career Management Model: Goals, Strategies, and AppraisalCareer Goal SettingComponents of Career GoalsDevelopment of Long-Term and Short-Term Conceptual GoalsDevelopment of Long-Term and Short-Term Operational GoalsAre Long-Term Career Goals Necessary?Overcoming Obstacles to Goal Setting: A Set of GuidelinesInability to Set Career Goals: Career IndecisionImplications of Goal Setting for Organizations and their EmployeesDeveloping Career StrategiesTypes of Career StrategiesGuidelines for the Development of Career StrategiesCareer AppraisalTypes and Sources of Information Derived from Career AppraisalGuidelines for Effective Career AppraisalCareer Management: A Blend of Formal and Informal ActivitiesChapter 5 Case: Kimberly the Graduating College StudentAppendix for Chapter 5: Learning Exercises #5 and #6PART II: The Stages of Career DevelopmentChapter 6: Occupational and Organizational ChoiceOccupational ChoiceTheories of Occupational ChoiceGuidelines for Effective Occupational Decision MakingOrganizational Choice-The Process of Entering an OrganizationTheories of Organizational ChoiceOrganizational Choice and Entry in Later AdulthoodOrganizational Actions During the Entry ProcessAssessment and SelectionIndividual Actions During the Entry ProcessChapter 6 Case: Natalie the Retail Manager (Part A)Appendix for Chapter 6: Learning Exercises #7 and #8Chapter 7: The Early Career Stage: Establishment and AchievementThe Establishment PhaseOrganizational Actions During EstablishmentIndividual Actions During EstablishmentThe Achievement PeriodOrganizational Actions During AchievementIndividual Actions During AchievementThe Early Career: A Question of TimingChapter 7 Case #1: Natalie the Retail Manager (Part B)Chapter 7 Case #2: Claudia the Star PerformerChapter 8: The Middle and Late Career Stages: Career Challenges for Seasoned EmployeesThe Middle Career YearsOrganizational Actions During MidcareerThe Late CareerRemaining ProductivePreparation for RetirementOrganizational Actions During Late CareerIndividual Actions During Later CareerChapter 8 Case: George the BankerPART III: Contemporary Issues in Career ManagementChapter 9: Job Stress and CareersJob Stress: An OverviewSources and Consequences of StressCoping, Social Support, and StressOrganizational ActionsChapter 9 Case: Sally the Stressed SaleswomanChapter 10: The Intersection of Work and Family Roles: Implications for Career ManagementWork-Family Conflict: When Work and Family are "Enemies"Work-Family Enrichment: When Work and Family are "Allies"The Two-Career FamilySources of Stress in the Two-Career RelationshipQuality of Life In Two-Career FamiliesOrganizational Responses to Work-Family IssuesCareer Management and Quality of LifeChapter 10 Case: The Prized PromotionChapter 11: Managing DiversityFairness in OrganizationsA Model of Organizational FairnessIs Diversity Inherently Valuable?Organizational ActionsCharacteristics of the Multicultural OrganizationOrganizational Approaches to the Challenges of DiversityOrganizational Programs and PoliciesManaging Diversity: Opportunities and CompetenceIndividual ActionsChapter 11 Case: Dave the Aspiring Executive (Part A)Chapter 12: Entrepreneurial CareersEntrepreneurship: An OverviewChoosing an Entrepreneurial CareerOther Factors that Encourage Entrepreneurial CareersEntrepreneurial Bridge CareersSupport for the Entrepreneurial CareerCharacteristics and Experiences of Female and Minority EntrepreneursSelecting and Managing the Entrepreneurial CareerChapter 12 Case: Dave the Aspiring Executive (Part B)PART IV: Career Management in Work OrganizationsChapter 13: The Role of Strategic Human Resource Management Systems in Career ManagementIntegration of Career Management within Strategic HRM SystemsStrategic Human Resource ProcessesChapter 13 Case: The Corporate Policy ChangeChapter 14: Closing Thoughts on Career ManagementLooking to the FutureEffective Career Management
