PurposeThis study aims to examine the direct and indirect effects of self-efficacy, networking abilities and perceived employability on the negotiation of idiosyncratic deals (i-deals) between individual workers and their employers.Design/methodology/approachIn total, 213 managerial professionals – a non-random sample – working for different small and medium-sized enterprises from several industries in Argentina were surveyed online. Hypotheses were tested using structural equation modeling.FindingsThe results revealed that self-efficacy and networking abilities exert an indirect effect on i-deal negotiation through perceived employability. Those individuals with higher levels of self-efficacy or greater networking abilities tend to develop more positive perceptions of their employability and, therefore, are more prompted to negotiate i-deals with their employers.Research limitations/implicationsThis research sheds light on the dynamics underlying the relationship of employees' characteristics and skills with i-deal negotiation. Besides, it provides further evidence that individual bargaining has become widespread in professional employment contexts, above and beyond the collective labor agreements that prevail in most Latin American countries.Practical implicationsSelf-efficacy and networking abilities can be relevant individual factors in understanding i-deal negotiation, given that both shape employees' perceptions of employability.Originality/valueAlthough the impact of employee characteristics and skills on the idiosyncratic negotiation of employment terms has been broadly recognized, scholars have called for further exploration of the mechanisms underlying this relationship. By simultaneously investigating the impact of self-efficacy, networking abilities and perceived employability on i-deals, this study provides a more comprehensive understanding of how an individual's personal characteristics and skills facilitate the idiosyncratic negotiation of employment terms.
The MBA program plays a key role in the development of managerial competencies as well as in the creation of successful professional careers in the business arena. Although its longtime reputation, the MBA has been object of numerous criticisms that question the value it represents to its graduates. In response to these inquiries, several researchers have focused their works in analyzing the impact of the MBA on human capital, finding evidence of an important added value for the professional careers of its graduates. This article presents a systematic literature review in order to achieve a deeper understanding of the MBA impact on professional career development from a human capital * A preliminary version of this literature review was presented at the 53 rd Annual Meeting of the Latin American Council of Management Schools (CLADEA) 2018.
Las carreras laborales se han vuelto cada vez más diversas y suelen desarrollarse en múltiples ámbitos organizacionales, con trayectorias profesionales que evidencian frecuentes cambios y transiciones. En este contexto, los individuos asumen una mayor responsabilidad en el desarrollo de su propia carrera profesional, buscando adquirir nuevos conocimientos y habilidades que garanticen su empleabilidad futura, por ejemplo, a través de la realización de programas de formación gerencial. El presente trabajo examina el impacto de la educación de postgrado en Management sobre las transiciones de carrera. Particularmente, se exploran aquellas transiciones realizadas por profesionales graduados de uno de los programas Master of Business Administration (MBA) de mayor prestigio en Argentina. Con sustento en el enfoque de teoría fundada, se identifican tipologías de transiciones de carrera para los profesionales y se indaga acerca de los motivos que los impulsaron a realizarlas. Nuestros resultados revelan ciertos patrones específicos en las transiciones de carrera profesional (transiciones de rol y transiciones organizacionales) que los entrevistados vinculan con la realización del MBA, particularmente en términos de tiempo e impacto percibido. Con base en los resultados observados, se desarrolla un modelo teórico integrador que distingue a las transiciones de carrera en función del momento de su concreción y del tipo de transición.
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