Managing careers in downsizing firms

Article Abstract:

Guidelines on how to manage careers of individuals in downsizing firms are presented. Organizational career development activities for early-career employees should focus on recruitment and selection systems, different assignments and informal guidance, counseling and mentoring. For mid-career employees, organizational career development activities should involve periodic skill assessment, retraining and cross-training, and protection against age discrimination. Finally, organizational career development activities for late-career employees require pre-retirement advice, 'open window' programs and bridge employment and 'outward' career tracks. Aside from these, individuals managing their careers in downsizing firms may consider increasing their internal mobility, updating training, maintaining technical excellence, maintaining outstanding performance, and demonstrating team contributions. Implications for HR managers are also discussed.

Downsizing (Management)

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Psychological contract violations during corporate restructuring

Article Abstract:

Managers in firms undergoing restructuring feel their psychological contracts with their employers had been violated in five areas. These are the amount of responsibility and power, input into decision making, job security, opportunities for advancement and health care benefits. Managers respond to psychological contract violations in a number of ways. While some become angry and quit their jobs, others may try to address the problem and mend the employment relationship. Other responses include diminished loyalty or neglect of their duties and responsibilities as an offshoot of reduced motivation. However, some situational factors may lessen the intensity of managers' responses to psychological contract violations. These include the fairness of the decision-making process, the low likelihood of future violations and positive relationships with supervisors and co-workers.

Research, Labor relations, Corporate reorganizations

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From the invisible hand to the gladhand: understanding a careerist orientation to work

Article Abstract:

A scale is developed to measure careerist orientation to work using a survey of 227 alumni of business schools. Such an orientation is characterized by skepticism about meritocracy and loyalty, cultivation of appearances and social relationships for personal advancement and deception and other behavior calculated for individual gain, often at others' or the company's expense. From a careerists' point of view, it is 'every man for himself.' Negative work attitudes, the desire for advancement or job changes and actual mobility within and between firms increase the probability of a careerist orientation. This point of view can result in self-alienation on the part of the individual employee. Some proposed organizational solutions include increased emphasis on skill and performance criteria for promotions and the actual and strict implementation of such a system.

Psychological aspects

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