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This review examines competing perspectives relating to (a) the range and prevalence of different theoretical approaches to the study of career success and (b) the need for a theoretically differentiated understanding of the antecedents of objective (OCS) versus subjective (SCS) career success. Furthermore, the review complements the assumption that OCS and SCS are only ultimate outcomes of careers, proposing instead that career success also acts as an antecedent to other career and life outcomes. Against the backdrop of an organizing resource management framework, we present and critically evaluate the results of a systematic analysis of the theoretical approaches used to empirically study the antecedents of OCS and SCS. Furthermore, we develop a taxonomy of outcomes of career success. Our review findings show a theoretical heterogeneity with some dominant theoretical approaches within research of antecedents of career success. Moreover, past research started to adopt different theoretical approaches when predicting OCS (e.g., approaches focusing on personal resources, such as human capital or [competitive] performance) versus SCS (e.g., approaches focusing on personal key resources, such as stable traits). Several types of career success outcomes were identified: withdrawal, career attitudes, health and well-being, reactions from the (work) environment, and self-concept. Based on these findings, we provide recommendations for how future research can make sense of the theoretical heterogeneity in career success research, how research on antecedents and outcomes can better account for the OCS/SCS distinction, and how future research can more rigorously integrate research on antecedents and outcomes of career success.

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Pandemics have historically shaped the world of work in various ways. With COVID-19 presenting as a global pandemic, there is much speculation about the impact that this crisis will have for the future of work and for people working in organizations. In this article, we discuss 10 of the most relevant research and practice topics in the field of industrial and organizational (IO) psychology that will likely be impacted by COVID-19. For each of these topics, the pandemic crisis is creating new work-related challenges, but also presenting various opportunities. The topics discussed herein include occupational health and safety, work-family issues, telecommuting, virtual teamwork, job insecurity, precarious work, leadership, human resources policy, the aging workforce, and careers. This article sets the stage for further discussion of various ways in which IO psychology research and practice can address the impacts of COVID- 19 for work and organizational processes that are affecting workers now and will shape the future of work and organizations in both the short and long term. This article concludes by inviting IO psychology researchers and practitioners to address the challenges and opportunities of COVID-19 head-on by proactively innovating the work that we do in support of workers, organizations, and society as a whole.

This is an unedited manuscript published in the Journal of Counseling PsychologyPlease note that the published underwent minor additional editing in style and content.Cite as: Hirschi, A. (2012) The funding source had no involvement in study design, in the collection, analysis and interpretation of data, in the writing of the report, or in the decision to submit the article for publication. CALLING AND WORK ENGAGMENT Callings and Work Engagement: Moderated Mediation Model of WorkMeaningfulness, Occupational Identity, and Occupational Self-Efficacy ABSTRACT Scholarly interest in callings is growing, but our understanding of how and when callings relate to career outcomes is incomplete. The present study investigated the possibility that the relationship of calling to work engagement is mediated by work meaningfulness, occupational identity, and occupational self-efficacy -and that this mediation depends on the degree of perceived person-job fit. I examined a highly educated sample of German employees (N=529) in diverse occupations and found support for two of the three hypothesized mediators -work meaningfulness and occupational identity -after controlling for the relation of core self-evaluations to work engagement. Contrary to expectations, the mediated relations of callings to work engagement were not conditional upon the degree of person-job fit. The findings are considered in terms of the pathways through which callings may relate to work engagement and other career development outcomes.

The accelerating digitization and automation of work, known as the 4th industrial revolution, will have an enormous impact on individuals’ career experiences. Yet, the academic literature in vocational psychology and career research has been remarkably silent on this trend so far. This article summarizes some of the most important issues of the 4th industrial revolution as they pertain to career development. The author then critically reviews how current models and frameworks of career development are suitable for addressing these emerging issues. Opportunities for future career development research and practice are outlined.

Pandemics have historically shaped the world of work in various ways. With COVID-19 presenting as a global pandemic, there is much speculation about the implications of this crisis for the future of work and for people working in organizations. In this article, we discuss 10 of the most relevant research and practice topics in the field of industrial and organizational psychology that will likely be strongly influenced by COVID-19. For each of these topics, the pandemic crisis is creating new work-related challenges, but it is also presenting various opportunities. The topics discussed herein include occupational health and safety, work–family issues, telecommuting, virtual teamwork, job insecurity, precarious work, leadership, human resources policy, the aging workforce, and careers. This article sets the stage for further discussion of various ways in which I-O psychology research and practice can address the issues that COVID-19 creates for work and organizational processes that are affecting workers now and will shape the future of work and organizations in both the short and long term. This article concludes by inviting I-O psychology researchers and practitioners to address the challenges and opportunities of COVID-19 head-on by proactively adapting the work that we do in support of workers, organizations, and society as a whole.