Boundaryless Careers and Employability Obligations

Buren, Harry J. Van

doi:10.5840/beq20031329

Cited by 100 publications

(89 citation statements)

References 35 publications

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“…These inhabitants present an enormous diversity of situations, both personal and work-related, with some researchers still on contract although over 40 years of age and with all the trappings of family and financial commitments that are common to such a stage in their life cycle. It follows that understanding of concepts such as boundaryless and protean careers must be both contextually and temporally located (Van Buren 2003;Tams and Arthur 2010).…”

Section: The Implications For the Contract Researchermentioning

confidence: 99%

University research scientists as knowledge workers: contract status and employment opportunities

Harney

Monks

Alexopoulos

et al. 2011

The International Journal of Human Resource Management

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University research scientists epitomise knowledge workers who are positioned to avail of the employment conditions associated with 'boundaryless careers'. Yet while employment flexibility has been hailed as a positive feature of knowledge work, relatively little is known about the forms such flexibility may take or its impact. This article considers the factors shaping the employment conditions of 40 research scientists working in five university research centres in Ireland. The findings suggest that, for knowledge workers such as research scientists, contract employment can deny them access to many of the employment conditions and opportunities that govern their long-term success as researchers.

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Section: The Implications For the Contract Researchermentioning

confidence: 99%

University research scientists as knowledge workers: contract status and employment opportunities

Harney

Monks

Alexopoulos

et al. 2011

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…On the whole, however, mutuality was intrinsic within each of the organizational variables impacting on career. Thus, in this one organization at least, it does appear that the ethical employer takes responsibility for providing ongoing skills development, as advocated by Van Buren (2003). It takes responsibility not only out of moral considerations, but also out of utilitarian considerations, in that it finds that the desired strategic direction and culture cannot be obtained without buy-in to change and developing capacity to sustain change.…”

Section: Organizational Responsibilitymentioning

confidence: 99%

“…These negative effects may include job insecurity, decline in employability as a result of an organization investing less in training, and decline of the benefits that come with long-term employment relationships, such as organizational contributions to superannuation (Humphries & Dyer, 2001;Meyer, 1996;Perrow, 1996;Van Buren, 2003).…”

Section: Introductionmentioning

confidence: 99%

Organizational career development is not dead: a case study on managing the new career during organizational change

2007

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SummaryNew forms of careers have received increased attention in contemporary organizational research. A prominent focus in this research has been whether and how, in an increasingly unpredictable career environment, individuals are taking responsibility for their own career development. The implication is that career is becoming less central to organizational management practices. At the same time there is evidence that organizational changes typically described in this literature (such as delayering the organization in a quest for flexibility) have had a negative impact on career progress, resulting in resistance to change. The implication here is that career concerns are more central to organizational management practices. This in-depth qualitative case study examines whether individuals do in fact take more responsibility for their career development during times of organizational change. We also examine whether this does indeed mean that the organization takes less responsibility for career management. Our data indicate that individuals are, in fact, taking more responsibility for their own careers. At the same time we found that the organization in our case study also became more actively involved in career development and management. However, this active approach did not resemble traditional top-down career management and development. To us, the pattern of organizational and individual career development actions appear to constitute a kind of 'organizational dance,' a highly interactive mutual influence process, in which both parties are at once the agent and the target of career influence. Strengths and limitations of the study are discussed, as are directions for future research.

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“…Em lugar da lealdade, da adesão às normas e das expectativas de longo prazo, típicas da organização burocrática, o novo contrato psicológico de trabalho entre indivíduo e organização é fundado sobre relações mais efêmeras e voltado ao cálculo da contribuição que as partes aportam aos respectivos desenvolvimentos (Van Buren III, 2003).…”

Section: Valores Motivos E Preferênciasunclassified

Influência das configurações organizacionais sobre valores no trabalho e preferências por recompensa

2010

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O artigo tem como objetivo identificar as similaridades e diferenças nos valores relacionados ao trabalho e preferências por recompensa entre diferentes configurações organizacionais, especificamente organizações privadas, públicas e de contextos mistos ou híbridos. Tendo como base pesquisa realizada no Brasil por Tamayo e Gondim (1996) sobre os valores e nos Estados Unidos por Wittmer (1991) sobre preferências por recompensa, as variáveis de interesse relacionaram-se a quatro categorias de valores associados ao trabalho: i) eficácia/eficiência, ii) sistema de gestão organizacional, iii) respeito ao empregado e iv) preferências por recompensa. O procedimento analítico adotado foi o da comparação das distribuições para os grupos, em cada categoria de análise, usando a análise da variância e confirmação pelo teste não paramétrico de Kruskal-Wallis. Foram encontradas diferenças significativas no nível de 5% apenas para dois itens relacionados à categoria sistema de gestão organizacional (respeito aos níveis de autoridade e à hierarquia, e cumprimento das tarefas dentro dos padrões da organização) para as respostas dos três grupos. Em relação à categoria preferências por recompensa, os resultados contrariam aqueles obtidos por Wittmer (1991) no contexto americano.

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Boundaryless Careers and Employability Obligations

Cited by 100 publications

References 35 publications

University research scientists as knowledge workers: contract status and employment opportunities

University research scientists as knowledge workers: contract status and employment opportunities

Organizational career development is not dead: a case study on managing the new career during organizational change

Influência das configurações organizacionais sobre valores no trabalho e preferências por recompensa

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