By M. Cortini, G. Tanucci, E. Morin
This book presents a topical consideration of the demanding situations posed by way of the transition to extra transitority employment preparations as we circulation from an business to a knowledge-based financial system.
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Additional resources for Boundaryless Careers and Occupational Wellbeing
G. & West, M. A. (1995). Innovations and personal change: patterns of adjustment to relocation. Journal of Organizational Behavior, 16, 363–375. Nicholson, N. (1984). A theory of work role transition. Administrative Science Quarterly, 29, 172–191. Nicholson, N. & Arnold, J. (1989). Graduate entry and adjustment to corporate life. Personnel Review, 18 (3), 23–35. Nicholson, N. & West, M. A. (1988). Managerial job change: Men and women in transition. Cambridge, England: Cambridge University Press.
They reported that job changers innovate the role more than do new hirees, but the differences between the two groups were not statistically significant. The results available in the literature on personal change are rather limited. Black and Ashford (1995) studied a sample of graduating students, finding that job novelty predicted personal change, but that its effect was the opposite of the one predicted. The explanation proposed is that high novelty may be perceived as a potential threat to the individual’s sense of self-esteem and newcomers may become rigid and fixed.
Job Novelty t1 2. Job Discretion t1 3. Role innovation t1 4. Skills Change t1 5. Job Novelty t2 6. Job Discretion t2 7. Role innovation t2 8. Skills Change t2 9. Job Novelty t3 10. Job Discretion t3 11. Role innovation t3 12. 001. t1 = first testing period, which occurred 1 month after work role transition; t2 = second testing period, which occurred 3 months after work role transition; t3 = third testing period, which occurred 6 months after work role transition. 001). These results indicate a normative stability over time in adjustment strategies.