By M. Cortini, G. Tanucci, E. Morin
The connection among the so known as boundaryless careers and the occupational well being is an engaging issue.
The issues of boundaryless and protean careers are noteworthy if we give some thought to the demanding situations posed by way of a transition to extra transitority employment preparations from an commercial to a knowledge-based economic climate we face today.
The e-book is enriched via empirical facts research and case stories, which on one hand enable an in-depth view of the relation among new careers and wellness for experts and, at the different one, develop into a fertile benchmark for execs to appear at.
The novelty is represented via the hassle of giving such build an interdisciplinary strategy, relocating from legislations to organizational psychology, to financial system, and to occupational overall healthiness.
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Additional resources for Boundaryless Careers and Occupational Well-being
Making simple comparisons between the American and the Italian sample, Italian workers appear to be less self-directed and boundaryless-minded in their vocational behavior, but more willing to engage in inter-organizational mobility. The fact that different subscales behave in different ways is a further reason to identify specific factors within the more general protean and boundaryless attitudes. indd 15 11/25/2010 6:57:40 PM 16 Alessandro Lo Presti, Marcello Nonnis and Jon P. g. unionized or nonunionized workers).
2007), but the best-known and most widely accepted is Nicholson’s Work Role Transition model (Nicholson, 1984), which has also been used by Ruble and Seidman (1996) as a theoretical basis on which to develop a general model for social transitions. Essentially, Nicholson’s model identifies four stages in a role transition: anticipation, encounter, adjustment and stabilization. The model’s main emphasis is on the adjustment stage, where role adjustment is predicted to happen through innovation of the role (adapting the role to fit oneself) or a personal change (adapting oneself to fit the new role).
A third limitation consists in the context of the research, which was conducted in only one organization. g. ). On the other hand, the possibility of generalizing the results to small firms is greatly reduced. g. performance proficiency, affective well-being, integration). The aim of this study has been to understand the use of these strategies and their predictors. However, we recognize that understanding of their efficacy, longitudinally as well, is a fundamental research step for evaluation of the predictive power of Nicholson’s model.