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Career Development

Friday, 14 January 2011 17:34

Career Stages

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The career stage approach is one way to look at career development. The way in which a researcher approaches the issue of career stages is frequently based on Levinson’s life stage development model (Levinson 1986). According to this model, people grow through specific stages separated by transition periods. At each stage a new and crucial activity and psychological adjustment may be completed (Ornstein, Cron and Slocum 1989). In this way, defined career stages can be, and usually are, based on chronological age. The age ranges assigned for each stage have varied considerably between empirical studies, but usually the early career stage is considered to range from the ages of 20 to 34 years, the mid-career from 35 to 50 years and the late career from 50 to 65 years.

According to Super’s career development model (Super 1957; Ornstein, Cron and Slocum 1989) the four career stages are based on the qualitatively different psychological task of each stage. They can be based either on age or on organizational, positional or professional tenure. The same people can recycle several times through these stages in their work career. For example, according to the Career Concerns Inventory Adult Form, the actual career stage can be defined at an individual or group level. This instrument assesses an individual’s awareness of and concerns with various tasks of career development (Super, Zelkowitz and Thompson 1981). When tenure measures are used, the first two years are seen as a trial period. The establishment period from two to ten years means career advancement and growth. After ten years comes the maintenance period, which means holding on to the accomplishments achieved. The decline stage implies the development of one’s self-image independently of one’s career.

Because the theoretical bases of the definition of the career stages and the sorts of measure used in practice differ from one study to another, it is apparent that the results concerning the health- and job-relatedness of career development vary, too.

Career Stage as a Moderator of Work-Related Health and Well-Being

Most studies of career stage as a moderator between job characteristics and the health or well-being of employees deal with organizational commitment and its relation to job satisfaction or to behavioural outcomes such as performance, turnover and absenteeism (Cohen 1991). The relationship between job characteristics and strain has also been studied. The moderating effect of career stage means statistically that the average correlation between measures of job characteristics and well-being varies from one career stage to another.

Work commitment usually increases from early career stages to later stages, although among salaried male professionals, job involvement was found to be lowest in the middle stage. In the early career stage, employees had a stronger need to leave the organization and to be relocated (Morrow and McElroy 1987). Among hospital staff, nurses’ measures of well-being were most strongly associated with career and affective-organizational commitment (i.e., emotional attachment to the organization). Continuance commitment (this is a function of perceived number of alternatives and degree of sacrifice) and normative commitment (loyalty to organization) increased with career stage (Reilly and Orsak 1991).

A meta-analysis was carried out of 41 samples dealing with the relationship between organizational commitment and outcomes indicating well-being. The samples were divided into different career stage groups according to two measures of career stage: age and tenure. Age as a career stage indicator significantly affected turnover and turnover intentions, while organizational tenure was related to job performance and absenteeism. Low organizational commitment was related to high turnover, especially in the early career stage, whereas low organizational commitment was related to high absenteeism and low job performance in the late career stage (Cohen 1991).

The relationship between work attitudes, for instance job satisfaction and work behaviour, has been found to be moderated by career stage to a considerable degree (e.g., Stumpf and Rabinowitz 1981). Among employees of public agencies, career stage measured with reference to organizational tenure was found to moderate the relationship between job satisfaction and job performance. Their relation was strongest in the first career stage. This was supported also in a study among sales personnel. Among academic teachers, the relationship between satisfaction and performance was found to be negative during the first two years of tenure.

Most studies of career stage have dealt with men. Even many early studies in the 1970s, in which the sex of the respondents was not reported, it is apparent that most of the subjects were men. Ornstein and Lynn (1990) tested how the career stage models of Levinson and Super described differences in the career attitudes and intentions among professional women. The results suggest that career stages based on age were related to organizational commitment, intention to leave the organization and a desire for promotion. These findings were, in general, similar to the ones found among men (Ornstein, Cron and Slocum 1989). However, no support was derived for the predictive value of career stages as defined on a psychological basis.

Studies of stress have generally either ignored age, and consequently career stage, in their study designs or treated it as a confounding factor and controlled its effects. Hurrell, McLaney and Murphy (1990) contrasted the effects of stress in mid-career to its effects in early and late career using age as a basis for their grouping of US postal workers. Perceived ill health was not related to job stressors in mid-career, but work pressure and underutilization of skills predicted it in early and late career. Work pressure was related also to somatic complaints in the early and late career group. Underutilization of abilities was more strongly related to job satisfaction and somatic complaints among mid-career workers. Social support had more influence on mental health than physical health, and this effect is more pronounced in mid-career than in early or late career stages. Because the data were taken from a cross sectional study, the authors mention that cohort explanation of the results might also be possible (Hurrell, McLaney and Murphy 1990).

When adult male and female workers were grouped according to age, the older workers more frequently reported overload and responsibility as stressors at work, whereas the younger workers cited insufficiency (e.g., not challenging work), boundary-spanning roles and physical environment stressors (Osipow, Doty and Spokane 1985). The older workers reported fewer of all kinds of strain symptoms: one reason for this may be that older people used more rational-cognitive, self-care and recreational coping skills, evidently learned during their careers, but selection that is based on symptoms during one’s career may also explain these differences. Alternatively it might reflect some self-selection, when people leave jobs that stress them excessively over time.

Among Finnish and US male managers, the relationship between job demands and control on the one hand, and psychosomatic symptoms on the other, was found in the studies to vary according to career stage (defined on the basis of age) (Hurrell and Lindström 1992, Lindström and Hurrell 1992). Among US managers, job demands and control had a significant effect on symptom reporting in the middle career stage, but not in the early and late stage, while among Finnish managers, the long weekly working hours and low job control increased stress symptoms in the early career stage, but not in the later stages. Differences between the two groups might be due to the differences in the two samples studied. The Finnish managers, being in the construction trades, had high workloads already in their early career stage, whereas US managers—these were public sector workers—had the highest workloads in their middle career stage.

To sum up the results of research on the moderating effects of career stage: early career stage means low organizational commitment related to turnover as well as job stressors related to perceived ill health and somatic complaints. In mid-career the results are conflicting: sometimes job satisfaction and performance are positively related, sometimes negatively. In mid-career, job demands and low control are related to frequent symptom reporting among some occupational groups. In late career, organizational commitment is correlated to low absenteeism and good performance. Findings on relations between job stressors and strain are inconsistent for the late career stage. There are some indications that more effective coping decreases work-related strain symptoms in late career.


Practical interventions to help people to cope better with the specific demands of each career stage would be beneficial. Vocational counselling at the entry stage of one’s work life would be especially useful. Interventions for minimizing the negative impact of career plateauing are suggested because this can be either a time of frustration or an opportunity to face new challenges or to reappraise one’s life goals (Weiner, Remer and Remer 1992). Results of age-based health examinations in occupational health services have shown that job-related problems lowering working ability gradually increase and qualitatively change with age. In early and mid-career they are related to coping with work overload, but in later middle and late career they are gradually accompanied by declining psychological condition and physical health, facts that indicate the importance of early institutional intervention at an individual level (Lindström, Kaihilahti and Torstila 1988). Both in research and in practical interventions, mobility and turnover pattern should be taken into account, as well as the role played by one’s occupation (and situation within that occupation) in one’s career development.


Friday, 14 January 2011 17:32


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The process by which outsiders become organizational insiders is known as organizational socialization. While early research on socialization focused on indicators of adjustment such as job satisfaction and performance, recent research has emphasized the links between organizational socialization and work stress.

Socialization as a Moderator of Job Stress

Entering a new organization is an inherently stressful experience. Newcomers encounter a myriad of stressors, including role ambiguity, role conflict, work and home conflicts, politics, time pressure and work overload. These stressors can lead to distress symptoms. Studies in the 1980s, however, suggest that a properly managed socialization process has the potential for moderating the stressor-strain connection.

Two particular themes have emerged in the contemporary research on socialization:

  1. the acquisition of information during socialization,
  2. supervisory support during socialization.


Information acquired by newcomers during socialization helps alleviate the considerable uncertainty in their efforts to master their new tasks, roles and interpersonal relationships. Often, this information is provided via formal orientation-cum-socialization programmes. In the absence of formal programmes, or (where they exist) in addition to them, socialization occurs informally. Recent studies have indicated that newcomers who proactively seek out information adjust more effectively (Morrison l993). In addition, newcomers who underestimate the stressors in their new job report higher distress symptoms (Nelson and Sutton l99l).

Supervisory support during the socialization process is of special value. Newcomers who receive support from their supervisors report less stress from unmet expectations (Fisher l985) and fewer psychological symptoms of distress (Nelson and Quick l99l). Supervisory support can help newcomers cope with stressors in at least three ways. First, supervisors may provide instrumental support (such as flexible work hours) that helps alleviate a particular stressor. Secondly, they may provide emotional support that leads a newcomer to feel more efficacy in coping with a stressor. Thirdly, supervisors play an important role in helping newcomers make sense of their new environment (Louis l980). For example, they can frame situations for newcomers in a way that helps them appraise situations as threatening or nonthreatening.

In summary, socialization efforts that provide necessary information to newcomers and support from supervisors can prevent the stressful experience from becoming distressful.

Evaluating Organizational Socialization

The organizational socialization process is dynamic, interactive and communicative, and it unfolds over time. In this complexity lies the challenge of evaluating socialization efforts. Two broad approaches to measuring socialization have been proposed. One approach consists of the stage models of socialization (Feldman l976; Nelson l987). These models portray socialization as a multistage transition process with key variables at each of the stages. Another approach highlights the various socialization tactics that organizations use to help newcomers become insiders (Van Maanen and Schein l979).

With both approaches, it is contended that there are certain outcomes that mark successful socialization. These outcomes include performance, job satisfaction, organizational commit-ment, job involvement and intent to remain with the organization. If socialization is a stress moderator, then distress symptoms (specifically, low levels of distress symptoms) should be included as an indicator of successful socialization.

Health Outcomes of Socialization

Because the relationship between socialization and stress has only recently received attention, few studies have included health outcomes. The evidence indicates, however, that the socialization process is linked to distress symptoms. Newcomers who found interactions with their supervisors and other newcomers helpful reported lower levels of psychological distress symptoms such as depression and inability to concentrate (Nelson and Quick l99l). Further, newcomers with more accurate expectations of the stressors in their new jobs reported lower levels of both psychological symptoms (e.g., irritability) and physiological symptoms (e.g., nausea and headaches).

Because socialization is a stressful experience, health outcomes are appropriate variables to study. Studies are needed that focus on a broad range of health outcomes and that combine self-reports of distress symptoms with objective health measures.

Organizational Socialization as Stress Intervention

The contemporary research on organizational socialization suggests that it is a stressful process that, if not managed well, can lead to distress symptoms and other health problems. Organizations can take at least three actions to ease the transition by way of intervening to ensure positive outcomes from socialization.

First, organizations should encourage realistic expectations among newcomers of the stressors inherent in the new job. One way of accomplishing this is to provide a realistic job preview that details the most commonly experienced stressors and effective ways of coping (Wanous l992). Newcomers who have an accurate view of what they will encounter can preplan coping strategies and will experience less reality shock from those stressors about which they have been forewarned.

Secondly, organizations should make numerous sources of accurate information available to newcomers in the form of booklets, interactive information systems or hotlines (or all of these). The uncertainty of the transition into a new organization can be overwhelming, and multiple sources of informational support can aid newcomers in coping with the uncertainty of their new jobs. In addition, newcomers should be encouraged to seek out information during their socialization experiences.

Thirdly, emotional support should be explicitly planned for in designing socialization programmes. The supervisor is a key player in the provision of such support and may be most helpful by being emotionally and psychologically available to newcomers (Hirshhorn l990). Other avenues for emotional support include mentoring, activities with more senior and experienced co-workers, and contact with other newcomers.



Part I. The Body
Part II. Health Care
Part III. Management & Policy
Part IV. Tools and Approaches
Part V. Psychosocial and Organizational Factors
Part VI. General Hazards
Part VII. The Environment
Part VIII. Accidents and Safety Management
Part IX. Chemicals
Part X. Industries Based on Biological Resources
Part XI. Industries Based on Natural Resources
Part XII. Chemical Industries
Part XIII. Manufacturing Industries
Part XIV. Textile and Apparel Industries
Part XV. Transport Industries
Part XVI. Construction
Part XVII. Services and Trade
Part XVIII. Guides