Factors related to the career satisfaction of older managerial and professional women

Armstrong‐Stassen, Marjorie; Cameron, Sheila

doi:10.1108/13620430510598328

Cited by 38 publications

(37 citation statements)

References 30 publications

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“…For example, a review of the literature showed the association between education and career satisfaction levels to be ambiguous (Wayne et al, 1999;Seibert and Kraimer, 2001;Emmerik et al, 2006). In addition, employees with shorter tenure were found to be significantly more satisfied with their careers than employees with longer tenure (Judge et al, 1995;Hochwarter et al, 2004;Armstrong-Stassen and Cameron, 2005).…”

Section: Literature Reviewmentioning

confidence: 93%

“…Significant demographic control measures to examine include: age (Cox and Nkomo, 1991;Schneer and Reitman, 1994;Judge et al, 1995;Richardsen, Mikkelsen and Burke, 1997;Armstrong-Stassen and Cameron, 2005) and gender (Greenhaus, Parasuraman and Wormley, 1990;Igbaria, 1991;Schneer and Reitman, 1994;Burke, 2001;Seibert and Kraimer, 2001;Poon, 2004). Also, in light of Canada's most recent demographic information, Canadian born and foreign-born variables will also be examined.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The reliability coefficient (Cronbach's alpha) was 0.85. The same scale has also been used to measure career satisfaction in other empirical studies (Igbaria, 1991;Igbaria and Wormley, 1992;Judge, 1995;Richardsen, Mikkelsen and Burke, 1997;Burke, 2001;Nabi, 2001;Seibert and Kraimer, 2001;Eby and Butts, 2003;Hornik et al, 2003;Lee, 2003;Poon, 2004;Sagas and Cunningham, 2004;Armstrong-Stassen and Cameron, 2005;Heslin, 2005;Sosik and Godshalk, 2005;Cunningham and Sagas, 2007;Graves, Ohlott and Ruderman, 2007).…”

Section: Career Satisfactionmentioning

confidence: 99%

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Career Satisfaction: A Look behind the Races

Yap

Cukier

Holmes³

et al. 2011

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Previous studies have largely focused on the career success of white employees (Heslin, 2005). Using recent survey data, this paper examines the career satisfaction levels of white/Caucasian and visible minority managerial, professional and executive employees in the information and communications technology [ICT] and financial services sectors in corporate Canada. Given that the demographic makeup of organizations in Canada is drastically changing with the aging population and the increasing participation of visible minorities in the labour force, it is crucial for managers and organizations to understand their employees’ level of career satisfaction. Studies have found that employees who are more satisfied with their careers are more engaged and thus are more likely to actively contribute to the organization’s success (Peluchette, 1993; Harter, Schmidt and Hayes, 2002). Findings from this paper showed that the average career satisfaction scores were lower for visible minority employees than for white/Caucasian employees. In addition, variations were found between white/Caucasian employees and Chinese, South Asian and Black visible minority employees. While Black employees were 13.0% less satisfied than white/Caucasian employees, Chinese employees were only 8.3% less satisfied than their white/Caucasian counterparts, and the difference between South Asian and white/Caucasian employees was found to be insignificant. Decomposition analyses show that over 58% to 82% of the difference in career of satisfaction scores, depending on the ethnic group, can be accounted for by factors included in this paper. Of the unexplained portion, most of the differences in career satisfaction between white/Caucasian and minority groups are attributable to higher returns to white/Caucasian employees’ human capital and demographic characteristics.

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Section: Literature Reviewmentioning

confidence: 93%

Section: Literature Reviewmentioning

confidence: 99%

Section: Career Satisfactionmentioning

confidence: 99%

See 1 more Smart Citation

Career Satisfaction: A Look behind the Races

Yap

Cukier

Holmes³

et al. 2011

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“…The two terms 'subjective career success' and 'career satisfaction' can be used synonymously because they emphasize on individual's subjective evaluation of his or her career (Hofmans, Dries & Pepermans, 2008). OCM and ICM enhance employees' career satisfaction (Armstrong-Stassen & Cameron, 2005;King, 2004;Kong et al, 2012b). The organizations should improve employees' career satisfaction so as they could retain their employees (Hagiwara, Hasegawa, Chiba & Watase, 2014).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

A Review of Organizational and Individual Career Management: A Dual Perspective

Wesarat¹,

Sharif²,

Majid³

2014

ijhrs

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This paper views career management as a combination of both organizational career management (OCM) and individual career management (ICM). It highlights the important impact of career management on personal and organizational successes. It also emphasizes on the effective career management which fosters personal career growth and sustains organizational competitive advantages. At the personal level, the notion of career management brings forth the employee's capability to develop a career in the workplace. Likewise, it provides organizations with the ability to proactively respond to the rapidly changing organizational environments. This paper differentiates between OCM and ICM that could lead to a clearer understanding of the two terms. The concept of career management is important to academics and practitioners who are involved in this area.

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“…Growth in female employment in the professional and managerial fields has been substantial (Cabrera, 2007) and women now routinely continue in their careers into their 50s and beyond. Yet little is known about their late-career phase (Armstrong-Stassen and Cameron, 2005;August, 2011). Women's careers research has largely focused upon younger women and their challenges in combining career with childbearing and domestic responsibilities (for example, Crompton et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

The expectations and aspirations of a late-career professional woman

Atkinson

Ford

Harding

et al. 2015

Work, Employment and Society

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This article presents a powerful account of one late-career woman's lived experiences. Little is known about women who continue professional careers into their 50s and beyond. Here insights are offered into her aspirations and expectations, as she reflects upon a career fragmented by gendered caring responsibilities and the implications of ageism and sexism together with health and body for her late-career phase. The narrative enhances understanding of the intersection of age and gender in a context where masculine career norms dominate. It also offers a reflection upon the implications of these themes for late-career women and their employing organizations more generally.

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Factors related to the career satisfaction of older managerial and professional women

Abstract: Article information:To cite this document: Marjorie Armstrong-Stassen Sheila Cameron, (2005),"Factors related to the career satisfaction of older managerial and professional women", Career Development International, Vol. 10 Iss 3 pp. 203 -215 Permanent link to this document: http://dx.

Cited by 38 publications

References 30 publications

Career Satisfaction: A Look behind the Races

Career Satisfaction: A Look behind the Races

A Review of Organizational and Individual Career Management: A Dual Perspective

The expectations and aspirations of a late-career professional woman

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