Career systems in transition
By Yehuda Baruch. 2003
118 citations recorded by the source corpus.
Subfields: Education, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/8b258f1f21a1de0cdfe6bf0773e1698b1a4241b8
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Education
- M. Clarke
- Silvia Bagdadli
- M. Gianecchini
- N. Takeuchi
- Yuhee Jung
- Yehuda Baruch
- A. Hirschi
- Denise A Jackson
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Transforming careers:from linear to multidirectional career paths (2004, background): “Scholars point out a shift from the long-term-based career relationships, into transactional, short-term-based ones that evolved between individuals and their employing organizations (e.g. Adamson et al., 1998; Baruch, 2003).”
- Organizational career management practices and objective career success: A systematic review and framework (2019, background): “The practices most frequently included in these lists are (see Baruch, 2003 for a larger set of definitions): career counselling, which is the process of discussing with employees their current job activities and performance, personal skills, and career Ta bl e 1 O C M pr ac ti ce s: re le va nt…”
- The organizational career: not dead but in need of redefinition (2013, background): “The organizational career is often portrayed as one where career and personal development are constrained by what the organization needs rather than what the individual wants (Cavanaugh and Noe 1999 ; Baruch 2003 ).”
- From hotel career management to employees’ career satisfaction: The mediating effect of career competency (2012, unknown): “For example , performance appraisal can provide input to career planning, and may help employees to be better aware of their performances (Baruch, 2003).”
- A lifespan perspective for understanding career self-management and satisfaction: The role of developmental human resource practices and organizational support (2018, background): “In particular, developmental human resource (HR) practices and organizational support programs have been viewed as crucial organizational resources (Baruch, 2003, 2006; Sullivan and Baruch, 2009; Wheeler et al., 2013).”