04a_Theories of Career Development and Career Choice Flashcards
Lifespan Theory of Career Development
(Super, Savickas, & Super)
Three Concepts
Self-Concept
Life Span
Life Space
Lifespan Theory of Career Development (Super):
5 Stages of career development
Growth
Exploration (14 to 25)
Establishment (25 to 45)
Maintenance (45 to 65)
Disengagement (65+)
Lifespan Theory of Career Development (Super):
Career Maturity
Ability to cope with developmental tasks of life stage
Assessed with Career Development Inventory
Lifespan Theory of Career Development (Super):
Life-Career Rainbow
Graphical depiction of individual’s major roles through the five life stages
Helps a career counselor recognize impact of current and future roles on career planning
Holland’s model of Career Development:
Overview
Match between personality and work environment
Good personality-environment fit
= increase job satisfaction, retention, production
Holland’s 6 basic personality/work environment types
RIASEC
Realistic
Investigative
Artistic
Social
Enterprising
Conventional
Holland’s model of Career Development:
Differentiation
High score on One personalty/work environment type
Low scores on All others
[Frequent question on the EPPP: just remember than Only one type has high score = most differentiated]
When does the personality-environment type serve as the best predictor of job-related outcomes?
When individual exhibits a high degree of differentiation
Roe’s Theory of Career Development:
Overview
Focus on Basic needs and personality
Early relationship with parents results in one of two basic orientations:
“toward other people”
or
“not toward other people”
Roe:
Three Types of Parent-Child Relationships
Emotional Concentration (overprotective/demanding)
Avoidance
Acceptance
Tiedeman and O’Hara’s Career Decision-Making Model:
Overview
Vocational identity development is an ongoing process
Tied to ego identity development (Erikson’s stages)
Repetitive processes of differentiation and integration
Tiedeman and O’Hara’s Career Decision-Making Model:
Two Main Phases
Anticipation phase
Implementation and Adjustment phase
Tiedeman and O’Hara’s Career Decision-Making Model:
Four Statuses
Exploration
Crystallization
Choice
Specification
Tiedeman and O’Hara’s Career Decision-Making Model:
Implementation and Adjustment Phase
3 substages
Induction
Reformation
Integration
Tiedeman and O’Hara’s Career Decision-Making Model:
Primary focus of Career Counseling
Conscious awareness of factors that affect decisions at each stage
Help individuals make choices based on full knowledge of themselves and relevant external factors
Krumboltz’s Social Learning Theory of Career Decision Making:
Overview
Maximum career development = exposure to widest array of learning experiences promotes
*Continuous self-development and learning
Based on Bandura’s social-reinforcement theory
Krumboltz’s Social Learning Theory:
4 factors that influence career decisions
Genetic endowment/special abilities
Environmental conditions and events
Learning experiences
Task-approach skills
Krumboltz:
Career Belief Inventory
Used to identify irrational, illogical belief that affect career related decisions
Brousseau and Driver’s Decision Dynamics Career Model:
Essential Feature
Career Concepts = how a person envisions their ideal career path
Brousseau and Driver’s Decision Dynamics:
Three dimensions
Frequency of job change
Direction of change
Type of change in job content
Brousseau and Driver’s Decision Dynamics:
Four Career Concepts
Linear (progressive upward movement)
Expert (lifelong commitment to a specialty)
Spiral career concept (periodic moves across occupational specialties)
Transitory career concept (frequent changes)
Brousseau and Driver’s Decision Dynamics:
Employer preference for type of career concept
Spiral and Transitory
May be preferable due to recent trend of continuous internal change in organizations
Dawis and Lofquist’s Theory of Work Adjustment:
Overview
satisfaction
+
“satisfactoriness”
= Job satisfaction, tenure, and other outcomes
Dawis and Lofquist’s Theory of Work Adjustment:
Satisfaction
How job corresponds to employee’s needs and values
Dawis and Lofquist’s Theory of Work Adjustment:
Satisfactoriness
Extent to which skills correspond to demands of job
3 ways Management can reduce negative impact of unemployment
Maximize communication with employees
Explain criteria for layoffs
Furnish outplacement program
Unemployment:
Coping strategies
Problem-focused strategies
(manage or modify problems causing stress)
Symptom-focused strategies
(regulate emotion)
Unemployment:
Symptom focused strategies:
Emotion regulation
Seeking support from family members and friends
Seeking financial assistance
Downsizing:
Overview
One of the primary causes of unemployment
Results in negative consequences for both those who are laid off and those who remain on the job
Survivor syndrome
Downsizing:
“Psychological Contract”
Belief in unwritten contract between employee and employer
How to Reduce Survivor Syndrome
By using fair and compassionate procedures during a layoff process
According to Roe, what determines someone’s preferred level of job complexity?
Their strongest needs
True or False?
Krumboltz’s approach focuses on matching an individual’s characteristics to job characteristics.
False.
Krumboltz emphasizes the promotion of continual learning and Self-Development
