Influence of Protean and Boundaryless Career Dimensions on Career Satisfaction

The aim of the article is to assess the extent to which employee career satisfaction depends on the implementation of new career models, i.e. the protean career and the boundaryless career. In order to achieve this goal, the article reviews the literature and research in this area and formulates research hypotheses assuming the impact of each dimension of both career models on career satisfaction. To test the hypotheses, an empirical PAPI study was conducted among 239 postgraduate students. Statistical analyses carried out on the collected empirical data show that a self–directness and boundaryless mindset have a positive impact on career satisfaction, while organizational mobility has a negative impact.

Intra-Organizational Mobility as an Instruments of High Potential Employee Retention

Retaining employees identified as high potential is currently a problem for many organizations. This situation requires them to be coded and reoriented to build an environment conducive to the retention of such employees. Therefore, the purpose of this article is to define the intra-organizational mobility activities as a retention method for employees with high potential. The study has a theoretical character and was based on literature studies.

Linking protean and boundaryless career with organizational commitment

Purpose Due to the changes in the market, the shift to proactive and self-developed career management is evident. It results in the emergence of contemporary career attitudes, namely, protean and boundaryless ones. Individuals with protean career (PC) and boundaryless career (BC) attitudes may be more inclined to switch jobs, which affect decreased organizational commitment. The purpose of this paper is to analyze whether PC and BC attitudes affect organizational commitment of young adults in finance sector. Design/methodology/approach The data of 177 young Lithuanian adults from finance sector were collected in quantitative research. Findings The research results indicate that young adults in finance sector have contemporary career attitudes significantly expressed. The regression analysis findings show that affective commitment is positively predicted by self-directed career management and boundaryless mindset, and negatively predicted by values-driven career orientation and organizational mobility preference. Continuance commitment is negatively predicted by self-directed career management and organizational mobility preference. Originality/value This research is valuable as few if any studies cover contemporary career attitudes and organizational commitment of already working young adults in finance sector in a European country, namely, Lithuania.

How have careers changed? An investigation of changing career patterns across four generations

Purpose – Popular literature argues that successive generations are experiencing more job changes and changes of employer. The “new careers” literature also proposes that career mobility patterns are becoming more diverse as people engage in more downward and lateral job changes and changes of occupation. The purpose of this paper is to test these assertions by comparing the career mobility patterns across four generations of workers. Design/methodology/approach – The authors analyzed the career mobility patterns of four generations of Canadian professionals (n=2,555): Matures (born prior to 1946); Baby Boomers (1946-1964); Generation Xers (1965-1979) and Millennials (1980 or later). Job mobility, organizational mobility and the direction of job moves were compared across groups through analysis of variance. Findings – Significant differences were observed in job mobility and organizational mobility of the various generations, with younger generations being more mobile. However, despite significant environmental shifts, the diversity of career patterns has not undergone a significant shift from generation to generation. Originality/value – This is the first quantitative study to examine shifting career mobility patterns across all four generations in today’s workplace. The authors extend previous research on generational differences in job mobility by using novel measures of career mobility that are more precise than extant measures.