scholarly journals Reducing automation risk through career mobility: where and for whom?

2021 ◽  
Author(s):  
László Czaller ◽  
Rikard H. Eriksson ◽  
Balázs Lengyel
Keyword(s):  
Career Mobility

Career mobility and gender on the Swedish labour market

2005 ◽  
Vol 26 (2) ◽  
pp. 116-139 ◽  
Author(s):  
Lena Granqvist ◽  
Helena Persson
Keyword(s):  
Labour Market ◽  
Career Mobility ◽  
And Gender

scholarly journals Merit is not for everyone: the perception of black managers about their process of career mobility

2018 ◽  
Vol 25 (87) ◽  
pp. 551-567
Author(s):  
Andréa Alcione de Souza ◽  
Rafaela Cyrino Peralva Dias
Keyword(s):  
Career Mobility ◽  
Social Dimension ◽  
The Political ◽  
Social Emotional ◽  
Differential Performance ◽  
Racial Barriers ◽  
The Social ◽  
Black Managers ◽  
Belo Horizonte ◽  
Political Economic

Abstract Based on research conducted in Belo Horizonte, with 25 black managers, this article analyzes how the career mobility discourse is based on the idea of personal merit. Considering this central problem and authors such as Pierre Bourdieu, Jessé Souza and Carlos Hasenbalg, the research analyzed the assumptions, functionalities and productive character that the idea of personal merit assumes in the interviewees' discourse. The results obtained point to a perception of the process of moving up in the organization career path that has strong meritocratic components; a perception that ignores or minimizes the social, emotional, moral and economic preconditions that interfere in the differential performance obtained by individuals. Moreover, this perception implies a disqualification of any argument that reinforces the racial barriers in their upward career mobility processes, which contributes to conceal the political, economic and social dimension of racism in the country.

scholarly journals MOBILITAS KARIR DALAM ORGANISASI: IMPLIKASI DARI SISTEM KARIR DAN PERAN LEADERSHIP

2003 ◽  
Vol 2 (2) ◽  
Author(s):  
Imronudin .
Keyword(s):  
Career Choice ◽  
Selection Criteria ◽  
Organizational Context ◽  
Career Mobility ◽  
Training And Development ◽  
Leadership Role ◽  
Family Influence ◽  
Self Concept ◽  
Factors Affecting ◽  
And Training

Career development in organization is an issue that getting more and more attention, both from academicians and practitioners. Career mobility in organization can't be separated from leadership role within, Moreover, career system applied in organization also has effect toward career mobility. Career mobility in an organization can be viewed either in individual context or organizational context. In an individual context, there are several factors affecting career mobility, such as social class; education and training; self-concept regarding career; career choice; family influence; age; gender; and race. At the same time, career mobility in an organizational context is affected by factors such as internal tabor market; career ladder; promotion; training and development; selection criteria and method; and internal competition.

scholarly journals To Keep Close or to Let Loose: Recipe for Sustainable Quality Dyad

2021 ◽  
Vol 12 (3) ◽  
pp. 10
Author(s):  
Medina Halako Twalib
Keyword(s):  
Response Rate ◽  
Career Mobility ◽  
Primary Data ◽  
Access To Information ◽  
Policy And Practice ◽  
Dyadic Relationship ◽  
Direct Reports ◽  
Group Members ◽  
High Level ◽  
Descriptive Survey

This study’s objective was to determine factors that that sustain a quality dyad. Leaders are known to consciously and sub consciously form two groups; in-group and outgroup members. Studies have revealed that in-group members work overtime and perform extra duties and in turn, get favours from the leaders including career mobility and access to information, among other favours. Literature is unclear on how these groups are formed and this paper embarked on finding out the recipe of the formation and sustainability of a quality dyad. It was hypothesised that being a male member, trust and competence are not recipes of a high-quality relationship. Descriptive survey was employed; a population of 19 leaders were responding to questions about their 169 employees who report to them directly. Primary data was collected using semi-structured questionnaires.122 pairs of leaders and their direct reports was the response rate (72.2%). Descriptive statistics were used to analyse the data. The hypothesis was tested using logistical regression technique. The results showed that competence and trust are the recipe for an inclusion into the in-group of a leader. Gender, on the other hand, was not a recipe for a sustainable quality dyadic relationship. It is recommended that employees should ensure high level trustworthiness and competence for them to be kept close by the leader. The paper suggests that more variables can be considered as recipes for the quality dyadic relationship. These findings add significant value on both theory, policy and practice.

Managing Talent across Organizations

2017 ◽  
Author(s):  
Gina Dokko ◽  
Winnie Jiang
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Career Mobility ◽  
Social Resources ◽  
Capital Social ◽  
Career Trajectories ◽  
Per Se ◽  
And Performance

What do talented employees carry with them as they move across organizations? How portable are their expertise, resources, and performance? As organizations’ needs for talent grow and individuals’ career trajectories become increasingly diverse, these questions become more important. In this chapter, we draw from career-mobility research and develop a framework that considers the human capital, social capital, and identity issues in talent movement. We also provide implications for organizations as talent enters and exits an organization. In sum, we suggest that intake of talent per se does not necessarily lead to successful acquisition and utilization of the talent’s capital. Conversely, departure of talent does not mean an absolute loss to organizations—losing talent can potentially bring organizations unexpected gains, such as new social resources.

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