Second Careers
Second Careers
Contemporary careers and labor markets are dynamic and less stable than in the past. Employees are more self-reliant and innovative in order to advance their own career paths. People tend to employ adaptive schemes in order to move from job to job or from occupation to occupation. Adaptation is indicated by success, satisfaction, and development. Currently, the aging segment of the labor market is an important part of the global workforce. Older workers tend to be motivated less by career progression and more by intrinsic rewards. Their professional vitality is associated positively with career and life satisfaction and negatively with staffing turnover intentions in work. The vitality function is an inverted U shape that peaks around a person's fifties. Decision makers, managers, and especially human resources managers need to be ready to manage workers who leave and enter an organizations at various career stages. At the society level, training and education should be fitted to various age levels.
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Grimland, Shmuel
3a3e71dd-9002-44c5-898a-864eebab5c61
Vigoda‐gadot, Eran
997f20bd-149c-46df-8adc-cdf27fd1b717
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
21 December 2015
Grimland, Shmuel
3a3e71dd-9002-44c5-898a-864eebab5c61
Vigoda‐gadot, Eran
997f20bd-149c-46df-8adc-cdf27fd1b717
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Grimland, Shmuel, Vigoda‐gadot, Eran and Baruch, Yehuda
(2015)
Second Careers.
In,
Whitbourne, Susan Krauss
(ed.)
The Encyclopedia of Adulthood and Aging.
Wiley, .
(doi:10.1002/9781118521373.wbeaa181).
Record type:
Book Section
Abstract
Contemporary careers and labor markets are dynamic and less stable than in the past. Employees are more self-reliant and innovative in order to advance their own career paths. People tend to employ adaptive schemes in order to move from job to job or from occupation to occupation. Adaptation is indicated by success, satisfaction, and development. Currently, the aging segment of the labor market is an important part of the global workforce. Older workers tend to be motivated less by career progression and more by intrinsic rewards. Their professional vitality is associated positively with career and life satisfaction and negatively with staffing turnover intentions in work. The vitality function is an inverted U shape that peaks around a person's fifties. Decision makers, managers, and especially human resources managers need to be ready to manage workers who leave and enter an organizations at various career stages. At the society level, training and education should be fitted to various age levels.
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Published date: 21 December 2015
Identifiers
Local EPrints ID: 488198
URI: http://eprints.soton.ac.uk/id/eprint/488198
PURE UUID: 8bdf6b42-d91c-446f-8413-d95d273bcc75
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Date deposited: 18 Mar 2024 17:51
Last modified: 19 Mar 2024 02:45
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Contributors
Author:
Shmuel Grimland
Author:
Eran Vigoda‐gadot
Editor:
Susan Krauss Whitbourne
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