career motivation final report

Upload: istiak-themoon

Post on 04-Apr-2018

218 views

Category:

Documents


0 download

TRANSCRIPT

  • 7/30/2019 Career Motivation final report

    1/25

    1

    PREMIER UNIVERSITY, CHITTAGONG.Course title

    Human Resource Development

    Assignment on

    Submitted To:

    A.K.M. TAFZAL HAQUE

    Associate Professor

    Faculty of B.B.A

    Chittagong University

    Submitted by:

    Md. Istiak kabir

    Department : H.R.M

    Semester : 8th

    ID No. : 0817112578

    Date of Submission: 14th January, 2013

  • 7/30/2019 Career Motivation final report

    2/25

    2

    Abstract

    Career Motivation is usually examined among young or mid-career workers.

    The older worker is left alone. Unfortunately, in an environment in which the

    older person represents the fastest growing segment of the labor force, this

    critical resource is being frittered away. Examination of current practices

    suggests a large portion of older workers are persuaded by their employers'

    actions that their careers are at an end. Alternatives to extend and increase this

    group's Career motivation are discussed.

    Research exploring the underlying processes involved in successful mentorships

    has been lacking. In the present study, the roles of Career motivation

    explanatory factors were examined. Career motivation mediated the relationship

    between career mentoring and performance effectiveness. Contrary to

    prediction, only marginal support was received for career self-efficacy as a

    mediator between mentoring and indicators of career success. Career motivation

    is unique in that it was the first to reveal linkages between mentoring, career

    self-efficacy and Career motivation. Theoretical and practical implications of

    results are discussed.

  • 7/30/2019 Career Motivation final report

    3/25

    3

    Contents

    TOPICS PAGE NO.

    What is Career? 3

    What is motivation? 4

    What is Career Motivation? 5-7

    Types of Career motivations 8

    Identifying Career Motivation 9

    Example of Career Motivation worksheet 10-12

    Ways of Career motivation 13

    Career motivation at work 14-16

    A Career Motivation Model 17

    Integrative Model of career motivation 18

    Implications of the Integrative of career

    motivationModel

    22

    Summary 23

    References 24

  • 7/30/2019 Career Motivation final report

    4/25

    4

    What is Career?

    Career is defined by the Oxford English Dictionary as a person's "course or

    progress through life (or a distinct portion of life)"

    By the late 20th century, a wide range of choices (especially in the range of

    potential professions) and more widespread education had allowed it to becomepossible to plan (or design) a career: in this respect the careers of the career

    counselor and of the career advisor have grown up. It is also not uncommon for

    adults in the late 20th/early 21st centuries to have dual or multiple careers,

    either sequentially or concurrently. Thus, professional identities have become

    hyphenated or hybridized to reflect this shift in work ethic.

    The progress and actions taken by a person throughout a lifetime, especially

    those related to that person's occupations. A career is often composed of

    the jobs held, titles earned and workaccomplished over a long period of time,

    rather than just referring to one position.

    While employees in some cultures and economies stay with one job during their

    career, there is an increasing trend to employees changing jobs more frequently.

    For example, an individual's career could involve being a lawyer, though the

    individual could work for several different firms and in several

    different areas oflaw over a lifetime. See also career ladder.

    http://www.businessdictionary.com/definition/progress.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.investorwords.com/10870/related.htmlhttp://www.investorwords.com/14646/person.htmlhttp://www.investorwords.com/3379/occupation.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.investorwords.com/2299/held.htmlhttp://www.investorguide.com/definition/title.htmlhttp://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/accomplished.htmlhttp://www.investorguide.com/definition/long.htmlhttp://www.investorwords.com/3669/period.htmlhttp://www.businessdictionary.com/definition/position.htmlhttp://www.investorguide.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.businessdictionary.com/definition/economy.htmlhttp://www.businessdictionary.com/definition/stay.htmlhttp://www.businessdictionary.com/definition/trend.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/lawyer.htmlhttp://www.investorguide.com/definition/firm.htmlhttp://www.investorwords.com/12893/area.htmlhttp://www.businessdictionary.com/definition/law.htmlhttp://www.businessdictionary.com/definition/law.htmlhttp://www.investorwords.com/12893/area.htmlhttp://www.investorguide.com/definition/firm.htmlhttp://www.businessdictionary.com/definition/lawyer.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/trend.htmlhttp://www.businessdictionary.com/definition/stay.htmlhttp://www.businessdictionary.com/definition/economy.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.investorguide.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/position.htmlhttp://www.investorwords.com/3669/period.htmlhttp://www.investorguide.com/definition/long.htmlhttp://www.businessdictionary.com/definition/accomplished.htmlhttp://www.businessdictionary.com/definition/work.htmlhttp://www.investorguide.com/definition/title.htmlhttp://www.investorwords.com/2299/held.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.investorwords.com/3379/occupation.htmlhttp://www.investorwords.com/14646/person.htmlhttp://www.investorwords.com/10870/related.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/progress.html
  • 7/30/2019 Career Motivation final report

    5/25

    5

    What is motivation?

    Motivation is the psychological feature that arouses an organism to action

    toward a desired goal and elicits, controls, and sustains certain goal directed

    behaviors. It can be considered a driving force; a psychological drive that

    compels or reinforces an action toward a desired goal. For example, hunger is a

    motivation that elicits a desire to eat. Motivation has been shown to have roots

    in physiological, behavioral, cognitive, and social areas.

    Internal and external factors that stimulate desire and energy in people to be

    continually interested and committed to a job, role or subject, or to make an

    effort to attain a goal. Motivation results from the interaction of both conscious

    and unconscious factors such as the (1) intensity of desire or need,(2) incentive or reward value of the goal, and (3) expectations of

    the individual and of his or her peers. These factors are the reasons one has for

    behaving a certain way. An example is a student that spends extra time studying

    for a test because he or she wants a better grade in the class.

    http://www.investorguide.com/definition/internal.htmlhttp://www.businessdictionary.com/definition/external-factors.htmlhttp://www.investorwords.com/11193/stimulate.htmlhttp://www.businessdictionary.com/definition/energy.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/role.htmlhttp://www.investorwords.com/8426/subject.htmlhttp://www.investorguide.com/definition/make.htmlhttp://www.businessdictionary.com/definition/goal.htmlhttp://www.businessdictionary.com/definition/result.htmlhttp://www.businessdictionary.com/definition/factor.htmlhttp://www.investorwords.com/17640/intensity.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/reward.htmlhttp://www.investorguide.com/definition/value.htmlhttp://www.businessdictionary.com/definition/expectation.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/spend.htmlhttp://www.businessdictionary.com/definition/test.htmlhttp://www.businessdictionary.com/definition/want.htmlhttp://www.investorwords.com/2220/grade.htmlhttp://www.businessdictionary.com/definition/class.htmlhttp://www.businessdictionary.com/definition/class.htmlhttp://www.investorwords.com/2220/grade.htmlhttp://www.businessdictionary.com/definition/want.htmlhttp://www.businessdictionary.com/definition/test.htmlhttp://www.businessdictionary.com/definition/spend.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/expectation.htmlhttp://www.investorguide.com/definition/value.htmlhttp://www.businessdictionary.com/definition/reward.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.investorwords.com/17640/intensity.htmlhttp://www.businessdictionary.com/definition/factor.htmlhttp://www.businessdictionary.com/definition/result.htmlhttp://www.businessdictionary.com/definition/goal.htmlhttp://www.investorguide.com/definition/make.htmlhttp://www.investorwords.com/8426/subject.htmlhttp://www.businessdictionary.com/definition/role.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/energy.htmlhttp://www.investorwords.com/11193/stimulate.htmlhttp://www.businessdictionary.com/definition/external-factors.htmlhttp://www.investorguide.com/definition/internal.html
  • 7/30/2019 Career Motivation final report

    6/25

    6

    What is Career Motivation?

    In order to motivate yourself towards a successful and rewarding career, you

    need a combination of several factors to work together in your favor. Thesefactors may include your own ambition and efforts to prosper, backed by the

    love and inspiration of your loved ones. However, it is important to remember

    that the ultimate responsibility of excelling in the career of your choice is yours

    and only you can work towards it to make your dreams a reality. While

    planning for your career development, you will also need to understand and

    analyze your talents, qualifications and skills that might help you in getting

    inspired towards the path of development.

    Career motivations are what energize and motivate you when you think about

    what you want to accomplish or work towards in your career. They are concrete

    descriptions of how you want to engage in your work. They are not job titles

    and they are not general words or phrases like fulfillment, financial security,

    happiness, work/life balance etc. Understanding what motivates you can help

    you find a career direction.

    It seems possible that career motivation is one factor that can help explain thebenefits from mentoring relationships. career motivation is theorized as being

    comprised of three components: career resilience, career insight, and career

    identity .Career resiliencies the ability to adapt to changing circumstances, even

    when circum-stances are discouraging or disruptive. It consists of characteristics

    such as belief in self, willingness to take risks, and need for achievement.

    Career insights the ability to be realistic about ones career and consists of

    establishing clear, feasible career goals and realizing ones strengths and

  • 7/30/2019 Career Motivation final report

    7/25

    7

    weaknesses. Career identities the extent that one defines oneself by ones work.

    It is associated with job, organizational, and pro-fissional involvement, nee

    career motivation career motivation examined personal and situational

    correlates of career commitment and found that of the variables investigated,

    having a mentor was the most robust correlate. It was suggested that mentoring

    increases career commitment by three means. First, mentoring facilitates self-

    directedness, career involvement, career success, and positive attitudes toward

    the career. Second, the mentor may demonstrate the rewards that can be attained

    if an individual sticks with a career. Finally, mentoring helps the development

    of career commitment because both the mentoring relationship and career

    commitment revolve around the needs and ambitions of individuals.

    To promote career motivation employees should be provided with positive

    reinforcement for good performance, given opportunities for achievement and

    input, and receive support for skill development support. This can be achieved

    by encouraging employees to think about the long-term effects of their current

    work behavior and to develop career plans. Information about career options

    should be provided and realistic expectations cultivated. Goal setting should be

    encouraged and fair and accurate feedback provided. Finally, to heighten career

    motivation, work involvement should be emphasized by pro-viding job

    challenges, and by encouraging professional activities and opportunities for

    leadership and advancement Supporting these suggestions, found individuals

    were more likely to have high levels of career motivation when their manager

    was supportive, provided clear performance feedback, encouraged subordinates

    to set career goals, initiated discussions related to development and career-

    related issues and made the job challenging. That is, man-ager mentor-like

    behaviors were associated with higher levels of career motivation among

    subordinates. In sum, the existing literature suggests a relationship between

    mentoring and Career motivation.

    Hypothesis 1.Mentored individuals will have a higher level of career

    motivation than those who have not been mentored.

    Hypothesis 2a.Among those who are mentored, there will be a positive

    relationship between psychosocial mentoring and Career motivation.

  • 7/30/2019 Career Motivation final report

    8/25

    8

    Hypothesis 2b.Among those who are mentored, there will be a positive

    relationship between career mentoring and career motivation.

    We suggest that career motivation plays a part in the relationship between

    mentoring and indicators of career success. It seems likely that mentoring

    relates to career motivation, which in turn relates to career success.

    For example, London (1983) stated that one aspect of career motivation is the

    desire for upward mobility. He suggested individuals would establish career

    paths to further their advancement possibilities, request to be considered for

    promotions, volunteer for important assignments, request and assume leadership

    roles, and request salary increases. London also suggested that those high in

    career motivation might have greater career advancement opportunities since

    they work harder on projects that affect their career. Career motivation

    behaviors have been theorized to predict pro-motions and salaries, yet only one

    empirical study to date has shown career motivation to be as-associated with

    promotions. We extend this line of research in the present study by relating

    career motivation with both objective and subjective indicators of career

    success.

    Past studies have primarily used objective measures such as employee income,

    promotion rate and job title to define career success. However, solely using

    objective criteria to determine success may neglect important information. For

    ex-ample, a managers, who appeared successful by reason of position and

    income, did not feel successful or proud of their accomplishments. It is

    important to explore individuals appraisal of their own success because these

    perceptions are likely to impact their career.

    Hypothesis 3.Career motivation will positively relate to objective and

    Subjective career success.

    Hypothesis 4a.Career motivation will mediate the relationship between career

    mentoring and career success.

  • 7/30/2019 Career Motivation final report

    9/25

    9

    Hypothesis 4b.Career motivation will mediate the relationship between

    psychosocial mentoring and career success.

    Types of Career motivations

    There are three types of Career motivations -

    1. Core Career motivations: Core Career motivations are what you want to

    spend your time doing. These include competencies (skills, knowledge and

    attributes) that you want to develop, specific things you want to create, or

    passions and causes that you want to pursue.

    2. Work environment Motivations: Work environment Motivations is things that

    are important for you in your workplace. These include aspects of the physical

    environment, the work culture, the way Work is structured (e.g. hours, schedule,

    etc.), and how you like to work with others (e.g. as a leader, Support person,

    expert advisor, etc.).

    3. Lifestyle Motivations: Lifestyle Motivations are what your career allows you

    to do in other areas of your life. This could include money, time, travel,

    relationships, and other parts that make up your work/life balance.

    All three types are important, but your core Motivations will be most helpful in

    pointing in a career direction. It can take time to uncover your own Motivations,

    and it can be tricky to separate what you really want from what you feel you

    should want. Its a good idea to revisit them from time to time.

    Sample Motivations

    I want to manage information about people (not technical or financial) in a

    social service or educational setting (core Motivation)

    I want to design and manage service-oriented systems, processes and

    procedures to make systems run more efficiently and help people (core

    Motivation)

  • 7/30/2019 Career Motivation final report

    10/25

    10

    I want to be recognized for making others lives easier (core Motivation)

    I like being in a structured work environment where I have to respond to

    things that happen unexpectedly (work environment Motivation)

    I want to balance the time and energy I use while earning my living with the

    time and energy I devote to my passion for competitive marathon running

    (lifestyle Motivation)

    Identifying Career Motivation

    Follow these steps to make a list of four to six personal Career motivations:

    1. Step 1: Complete the Career motivation Worksheet on page 3.

    2. Brainstorm a list of possible career options that includes different type of

    work and educational opportunities. Review your list and think about why you

    have chosen your options. Do they connect with the Motivations you included

    on the Career motivation Worksheet? Add any new insights to the worksheet.

    3. Brainstorm a list of de-Motivations that describe what you dont want in

    your career. Reflect on your past work and educational experience. Review your

    list and think about the opposite of each de-Motivation. Do these opposites

    connect with the Motivations you included on the worksheet?

    4. Review all the statements on your worksheet and identify patterns and

    themes. Write a set of four to six statements that summarize your key Career

    motivations, and make sure that at least three or four of your statements

    describe your core Motivations. Include enough detail to be meaningful. Dont

    worry if some of your Motivations conflict with one another, or if theyre not

    realistic right nowits all part of the journey.

  • 7/30/2019 Career Motivation final report

    11/25

    11

    Example of Career Motivation worksheet

    What are your interests?

    Rank the following interests in order of their importance to you.

    Working with things, numbers and objects ________

    Contact with people ________

    Working with machines ________

    Working with animals or plants ________

    Working to improve social conditions ________

    Detailed, organized, routine work ________

    Studying people or communicating ideas ________

    Scientific or technical work ________

    Directing or organizing ________

    Abstract and creative work ________

    Working on or producing things ________

    Now use your rankings to answer these questions:

    1. What interests and activities energize you?

    ________________________________________________________________

    2. What are the skills that you really enjoy using?

    ________________________________________________________________

    3. What kinds of activities engage you so completely that you get wrapped up

    in them and lose

    track of time?

    4. What kinds of subject or knowledge areas are you drawn to?

    ________________________________________________________________

  • 7/30/2019 Career Motivation final report

    12/25

    12

    5. What are the first 2 or 3 sections that you head for when you go to the

    bookstore?

    ________________________________________________________________

    What are your passions or causes?

    1. What causes do you get excited about?

    ________________________________________________________________

    2. Where is the juice or spark when you think about your career?

    ________________________________________________________________

    3. If you were independently wealthy, had done everything you wanted to do in

    terms of travel/leisure and had the total support, understanding and acceptance

    of your family and friends, what would you choose to do with your time?

    4. What would you do if you knew (and were 100% guaranteed) that you would

    not fail?

    What type of work environment do you want?

    Rank the following work environments in order of their importance to you.

    Setting your own schedule ________

    Influencing people's opinions, attitudes or actions ________

    Variety with many changing duties ________ Working under stressful situations ________

    Making decisions based on personal judgment ________

    Knowing exactly what is expected of me ________

    Taking responsibility- being in control ________

    Work requiring precision ________

    Freely expressing ideas and emotions ________

  • 7/30/2019 Career Motivation final report

    13/25

    13

    Making decisions based on facts ________

    Working closely with people ________

    Working alone ________

    Now use your rankings to answer these questions:

    1. How do you see yourself working with others (e.g. leader, support person,

    expert advisor, etc.)?

    2. What type of people would you work well with, and how would you work

    with them?

    ________________________________________________________________

    3. What places and environments make you feel engaged and energized?

    4. What type of organization would you like to be part of?

    ________________________________________________________________

    What type of lifestyle do you want?

    1. What does your career need to provide you with in terms of money and time

    commitment so that it will fit with and support the other important aspects of

    your life?

    _______________________________________________________________

    2. What kind of income do you have to have in order to support the kind of life

    that you want to build?

    ________________________________________________________________

    3. How much time are you willing to devote to your career so that it balances

    with the rest of your life?

    ________________________________________________________

  • 7/30/2019 Career Motivation final report

    14/25

    14

    Ways of Career motivation

    Motivation Through Relationships

    The people who love and care for you can make a great difference in your life in

    motivating and inspiring you towards a better career. Some of your closest

    relationships may work as a base of all your career improvements. These

    relationships might be the best and only reason for which you want to move

    ahead in your career and do well to provide absolute security and happiness to

    your family. It is the care and concern that you share in these relationships that

    might encourage you to achieve your career goals, which in turn helps you to

    provide the best of everything to your loved ones.

    Motivation through Leisure

    You leisure time activities and associations can also help you in motivating

    yourself towards your career. It is important to interact with different kinds of

    people coming from different walks of life and professions. You also need to

    participate in the hobbies and activities that you enjoy so that your recreational

    requirements are also fulfilled. These activities help you unwind from a long

    day or a weekly routine and will keep you motivated when you are planning

    your career. Your entire personality needs to be taken care of in order to

    motivate yourself. Lack of relaxation and recreation may lead you towards

    boredom and depression, which in turn can diminish your enthusiasm and

    energy levels.

    Motivation From Peers

    One of the best ways to motivate yourself towards a great career may come

    from your present workplace itself. Attending seminars, conferences and

    meetings can help you in acquiring many professional contacts such as career

    counselors, academic professionals, supervisors and people with similar

    interests and career objectives. In the process, you may gain invaluable

    resources and advice from masterminds that might motivate you to a great

    extent. Seeing other people with the same or similar educational backgrounds

  • 7/30/2019 Career Motivation final report

    15/25

    15

    and qualifications in higher positions can further motivate you to improve your

    own career prospects through sharing knowledge and ideas with them about

    how you can go about it. Just knowing that you have a great network of

    resource pool can be sufficient to motivate you.

    Motivation From Your Mentor

    Your personal mentor can be the most important person who can motivate you

    so that you achieve your career objectives. A good mentor can be your friend,

    philosopher and guide to direct you towards the road of success. A mentor will

    not only coach you and provide critical advice to support you in your endeavors,

    but will also introduce you with useful contacts and the right people to further

    expedite your career development process. The mentor can also measure your

    success and failure aspects and alter your action plan accordingly.

    Career motivation at work

    1. Clarify your goals

    Nothing is more demotivating than working haphazardly without having a clear

    vision, mission and set of objectives for your work. Without a clear vision andknowledge of how your work impacts the big picture you may well end up

    spending a lot of time on urgent unimportant matters rater than tasks that

    positively impact the big picture. Clarify in no uncertain terms your vision,

    mission and objectives and focus on them beginning always with the end in

    mind. It is remarkable what you will achieve once you have honed in on your

    precise goals and can focus on them and visualize yourself achieving them.

    2. Establish a clear game-plan for achieving your goals

    Once you have clarified your vision and goals, formulate a detailed strategy for

    getting there and chart your progress on a regular and ongoing basis. Break

    down large complex projects into a series of manageable tasks that are

    interesting and achievable. Having a blueprint for success that is composed of

    clear, sensible milestones and achievable interesting tasks will greatly simplify

    and lend meaning to your daily routine and will also give you a feeling of

  • 7/30/2019 Career Motivation final report

    16/25

    16

    control over your work and deadlines which largely boosts motivation. The

    more organized you are and can focus and adhere to accomplishing your goals

    according to your detailed blueprint for success, the more motivated you will be

    and the less likely you are to fall into a fit of panic or insecurity and lose

    confidence and motivation.

    3. Ride the Wave of your Successes

    Success is very stimulating. Work hard enough to achieve successful results and

    see how motivated you are to achieve further successes as you excel in your

    performance. Work hard, aim to overachieve your goals and ride the momentum

    of each success to achieve further successes. Remind yourself that once your

    vision is clear and you have a set of well-defined, reasonable objectives andmilestones to reach, the secret of success is hard work, creativity and

    perseverance. Aim to ride the wave of each success to further the next success

    and channel the positive energy to achieving similar superlative performance in

    your next task or project. It is not always that you can ride the wave of euphoria

    that arises from a sound success story so make sure you leverage and take

    advantage of these bursts of energy and motivation to the extent possible.

    4. Reward yourself

    Reward yourself as you achieve your objectives and/or reach specific important

    milestones. Plan ahead what forms this reward will take and what

    tasks/projects/results will be rewarded. This will give you something to look

    forward to, extra drive to get there and a surge of excitement and enthusiasm

    when you do attain your desired goals.

    5. Keep Things in Perspective

    It is important to keep things in perspective and always remind yourself of why

    you work. Beside the pay, it is often about realizing your potential, feeling alive

    and useful, feeling connected, making a difference in the world, expressing

    creativity, expanding your skills and abilities, helping others and contributing to

    the community. List the reasons you entered the field you are in and when times

    are tough remind yourself of why you do the work you do. Also remind yourself

  • 7/30/2019 Career Motivation final report

    17/25

    17

    that work is work and that you have a life outside of work to look forward to,

    enjoy and make a difference in.

    6. Maintain a healthy work/life balance

    It is very easy to lose yourself at work and forget what awaits you outside of the

    work arena. Maintaining a healthy work/life balance is essential both for your

    general motivation level and your overall wellbeing. Make sure you take the

    time to do the things you like to do outside of work whether it be connecting

    with friends and family, exercising, reading, taking courses, shopping or other

    hobbies and activities that channel your creativity and energy. Having

    something to look forward to after work will see you through moments of

    drudgery at work when your motivation and energy levels are not as high as

    they could be and will also make you more productive at work.

    7. Think positive

    Negativity is a contagious affliction that drains you of energy, slows you down,

    saps your enthusiasm and blinds you to the reasons you work. Avoid negative

    feelings at all costs and concentrate on the positive. To do this, listen tomotivational tapes, to music that particularly inspires you, read motivational

    books, talk to inspired or inspiring people, surround yourself with positive

    stimuli and concentrate on the reasons you work. Find things to laugh at as long

    as you are not laughing at your peers and count your blessings at every

    opportunity. Focus on positives regardless of how small or inconsequential they

    are whether it be a positive remark from a boss or peer, accomplishing your

    day's goals earlier than usual, overachieving on a small deliverable, working

    well with people, a looming vacation, completing a difficult task or any otherpositive stimulus.

  • 7/30/2019 Career Motivation final report

    18/25

    18

    A Career Motivation Model

    One way to view career motivation is that it affects what will happen, or

    what a person hopes will happen, in the future. Career decisions andbehaviors are guided by the outcomes that are desired and one's

    expectations for attaining them. This is known as prospective rationality.

    Another view, compatible with the first, is that career decisions,

    behaviors, and situational conditions affect how one interprets the

    environment and one's psychological state. This is known as retrospective

    rationality. The processes of prospective and retrospective rationality

    provide a basis for understanding the relationships among individual,situational, and behavioral variables associated with career motivation.

    These are general processes that may apply to other facets of life in

    addition to careers

    Prospective Rationality

    This approach holds that choice processes are "based on a search for and

    use of information that allows the decision maker to form rationalexpectations about how good or bad the alternatives are likely to be".

    Inferior information, misperceptions, or inaccurate interpretation of

    information may result in poor decisions and/or inappropriate or

    dysfunctional behaviors. Prospective rationality assumes that objective

    differences in organizations, jobs, and individuals ac- count for variationsin career decisions and behaviors.

    Expectancy theory of work motivation provides an example of prospective

    rationality assumptions. The theory focuses on cognitions or expectancies

    of various outcomes and the extent to which the outcomes are valued by

    the individual. Content theories of motivation focus on the needs, interests,

    and values people try to achieve.

    also assume prospective rationality in that they specify what an individual

    will try to achieve in the future.

    Retrospective Rationality

    This process begins with the idea that people spend much more time with

    the consequences of their actions and decisions than they spend

    contemplating future behaviors and beliefs. Individual characteristics, such

    as one's needs and one's self-concept, are cognitions that make sense out

    of past actions in a social environment .

  • 7/30/2019 Career Motivation final report

    19/25

    19

    Individual characteristics are affected by the salience and relevance of

    information and by the general need to develop socially acceptable and

    legitimate rationalizations for actions outlined three bases for retrospective

    rationality. One is social, another is environmental, and the third is

    behavioral. The social basis occurs when the job is so complex.

    Retrospective rationality processes can serve as the basis for prospective

    rationality directed toward future actions. Cognitive social learning resultsin establishment of perceived self-competencies, expectancies, values, ways

    of encoding the environment, and self-regulatory mechanisms.

    Integrative Model of career motivation

    Figure 1 diagrams the proposed relationships among situational

    characteristics, individual characteristics, and career decisions and behaviors.

    The model emphasizes that career motivation is a multi- dimensional,

    dynamic process-not a one-dimensional construct Different types ofinteractions arise at different times depending on the variables involved and

    their strength. The numbers in the diagram referring to the linkages do not

    imply order of occurrence or importance. Rather, the model represents

    continuous processes of direct and indirect relationships.

    Linkages 1, 2, and 3 describe prospective rationality processes. Linkage 1

    refers to the direct effects of individual characteristics on decisions and

    behaviors, as when a person behaves in a certain way almost regardless of

    the situation. For example, risk taking tendency will lead to choosing

  • 7/30/2019 Career Motivation final report

    20/25

    20

    career alter- natives with higher values and lower probabilities of

    occurrence.

    Linkage 2 represents the direct impact of the situation on career decisions

    and behaviors. These are cases in which the situation restricts or in other

    ways determines individual actions. For instance, an organization may

    require that a new manager attend a set of training programs or enroll in a

    graduate degree program. As another example, the more cohesive the workgroup, the more likely social influence processes will affect career decisions

    and behaviors.

    Linkage 3 represents the interactions that may occur between the

    individual and the situation as they

    Career Motivation Components affect career decisions and behaviors. Thenature of the interactions that emerge will depend on the variables

    involved. Different theoretical approaches posit different independent and

    intervening variables.

    For example, McClelland's, 1971, need achievement theory holds that

    individuals with high need achievement will choose moderately difficult

    tasks, whereas those with low need achievement will choose very easy or

    very difficult tasks.) Each individual characteristic dimension associated

    with career motivation may interact with its corresponding situational

    characteristic to affect career decisions and behaviors. In general, thestrength of a main effect or interaction will depend on the strength of the

    independent variables (their stability, favorability, recency of occurrence,

    etc.). For instance, if the situation is such that the individual has

    discretion in determining work assignments, those high on the individualcharacteristic of internal control (the belief that one can influence career

    outcomes) are more likely to try to control their assignments than are

    those low on internal control. When there is little discretion in determining

    work assignments, internal control is not as likely to affect the individual's

    behavior.For example, the individual's internal control may not moderate the

    relationship between the amount of individual control available and the

    extent to which the person takes control if the individual's need

    achievement and need autonomy are low. Also, the effectiveness of aparticular career decision or behavior will depend on a number of factors,

    including the individual's ability and the conditions in the organization. A

    person with low ability who tries to take control over his or her career

    outcomes may not do so effectively. An individual who establishes specific

  • 7/30/2019 Career Motivation final report

    21/25

    21

    career goals and puts them in writing may be wasting his or her time if

    the organization is in a state of flux. Linkages 4, 5, and 6 describe

    retrospective rationality processes.

    Linkage 4 deals with how past decisions and behaviors affect individual

    characteristics. The tendency to maintain consistency between one's

    behavior and self-concept underlies this link- age. For example,

    establishing plans for one's career is likely to enhance career identity aslong as the plans are likely to be put into effect. As another example,

    turning down a lucrative job offer is likely to enhance loyalty to one's

    present employer unless the decision can be changed easily or attributed

    to factors beyond the individual's control.

    Linkage 5 deals with how the current situation affects individual

    characteristics. For instance, receiving positive feedback for performanceshould lead to higher self-esteem and a greater sense of internal control,

    particularly when the task is such that the individual has control over theoutcome. Increasing job challenge (e.g., by increasing the job's skill

    variety, task identity, feedback, autonomy, and significance) should

    positively affect job involvement unless such changes in task design are

    viewed as increased demands.

    Linkage 6 is the process of interpreting the situation. A high self-esteem

    individual would be likely to attribute a lower-than-expected pay raise to

    external factors, such as the economy, if another justification is notprovided by the supervisor. A low self- esteem individual would be likely to

    attribute a lower- Than expected raise to his or her own performance. To do

    otherwise in either case would be inconsistent with the individual's self-

    concept. However, if the pay raise is explained (e.g., everyone received

    the same percentage, or the individual's performance was lower than it

    should have been), then the causal attribution may not be affected by theindividual's self- esteem.

    The propositions and associated linkages provide a framework forinvestigating and understanding career motivation and for generating more

    specific hypotheses about the effects of the components of the model.

    Changes in the variables and their effects may be observed over time

    Also Figure is a simplified version of the relationships because the

    individual, situational, and behavioral components of the model are vectors

    of interrelated dimensions. The propositions express the primary linkages

    among the components of the model. Other relation- ships also may occur,

  • 7/30/2019 Career Motivation final report

    22/25

    22

    although they may emerge more clearly in one of the above proposed

    relation- ships because of the sequence of events. Career decisions and

    behaviors may have a direct effect on the situation, as when an individual's

    requesting and assuming leadership roles is recognized and results in

    increased leadership opportunities. Also, career decisions and behaviors maymoderate relationships between individual and situational characteristics.

    For example, individuals may not acquire a sense of internal control fromnew organizational policies allocating increased power and responsibilities

    unless they have behaved in a way that demonstrates power. However, this

    may appear from analyses over time as a sequence of the effects of the

    situation on behavior and the effects of behavior on the individual's

    psychological state. Another possibility is that the situation may moderate

    relationships between individual characteristics and career decisions and

    behaviors, as when effective leadership behavior does not result in the feelingof internal control and need dominance unless a formal statement detailing

    reporting relationships and responsibilities has been issued by the

    organization. However, this may appear as a strong relationship between

    the situation and the individual characteristics and a weak relationshipbetween the behavior and the individual characteristics, particularly if the

    behavior has been ongoing and the situational characteristic justifying the

    behavior is of recent occurrence.

    Recognizing the complexity of the model, a manageable approach to testing

    the propositions would be to investigate the linkages by studying sets of

    dimensions. The model cannot be tested in one study, nor can it be tested by

    measuring a few variables. It requires an organism, in-depth longitudinal

    pro- gram of research. This should involve three types of assessment: onefocusing on the individual characteristics, another on the situation, and a

    third on the career decisions and behaviors. An assessment center is one way

    to measure the individual characteristic dimensions. Techniques for

    assessing the situational characteristics and career decisions and behaviors

    include interviews, observations, ratings, diaries, and network analysis. The

    assessments should be repeated over time to test causal relation- ships amongthe components.

  • 7/30/2019 Career Motivation final report

    23/25

    23

    Implications of the Integrative of career motivationModel

    Traditional motivational strategies entail changing an element of the

    environment (e.g., the compensation system or the job design) to increasemotivation and thereby enhance job performance. The idea that some

    individual characteristics may change over time and be affected by situational

    conditions introduces possibilities for new motivational strategies. Once

    there is a better understanding of how the situation activates different

    individual characteristics, it will be possible to affect motivation bychanging the salience of different situational variables. Attention may be

    focused on different elements of the environment by changing them or

    perhaps merely discussing them or communicating information about them.

    For example, a company may offer its employees a voluntary, self-

    administered career management program that consists of severalworkbooks. Because this requires consider- able work with no immediate

    benefit to one's career, the program may be completed by relatively few

    employees. Just knowing that the program exists, however, may focus the

    attention of many more employees on their career goals, factors that affectthose goals, and their responsibility for their own careers. This could

    ultimately affect their career decisions and behaviors, although not

    necessarily in the way the program was intended.

    How people interpret the environment has implications for motivational

    strategies. For instance, a given situational change may not affectmotivation because it is not perceived as intended. Understanding which

    individual characteristics are relevant to interpreting different situationsmay suggest ways of controlling the process.

    The multidimensional nature of career motivation suggests that motivational

    strategies will have to deal with broad sets of variables.

  • 7/30/2019 Career Motivation final report

    24/25

    24

    Summary

    This paper outlines the components of career motivation and proposed

    relationships among them. The components consist of individualcharacteristics organized into three domains (career identity, career insight,

    and career resilience) with corresponding situational characteristics and

    career decisions and behaviors. The relationships among the components

    are based on prospective and retrospective rational- ity. Prospective

    rationality is the process by which individuals' career decisions andbehaviors are affected by what they believe will happen in the future.

    The nature of the situation and the individual characteristics associatedwith career motivation affect career decisions and behaviors. Retrospective

    rationality holds that social learning and information processing influence

    individual characteristics. The importance of different individualcharacteristics will change with the salience of corresponding elements of

    the situation and one's decisions and behaviors. Testing the model requires

    an organism, longitudinal assessment of each component. The results are

    likely to be valuable for designing new motivational strategies.

    From the above analysis we can conclude that, career motivation is one of themost important and the best tool to not only increases the employees

    efficiency, but also to develop the companys overall profit.

  • 7/30/2019 Career Motivation final report

    25/25

    25

    REFERENCES

    Wikipedia

    Worldpress.com

    Business dictionary.com

    https://passport.baidu.com

    www.careercast.com

    library.educationworld.ne

    http://www.streetdirectory.com

    Noe, Noe, and Bachhuber (1990) article

    (London & Mone, 1987). Article in press

    R. Day, T.D. Allen / Journal of Vocational Behavior (2003)

    (Dreher & Ash, 1990; Orpen, 1995; Scandura, 1992; Whitely, Dougherty,

    & Dreher, 1991) Article.

    (London & Bray, 1984). Career motivation can also be enhanced through

    career 2 R. Day, T.D. Allen / Journal of Vocational Behavior (2003)

    Article in press

    (Colarelli & Bishop, 1990). London and colleagues (London, 1990;

    London & Bray, 1984; London & Mone,1987) several suggestions as to

    how to develop, support and enhance career motivation.

    .

    https://passport.baidu.com/http://www.careercast.com/http://www.streetdirectory.com/http://www.streetdirectory.com/http://www.careercast.com/https://passport.baidu.com/