04a_Theories of Career Development and Career Choice Flashcards

1
Q

Lifespan Theory of Career Development
(Super, Savickas, & Super)

Three Concepts

A

Self-Concept

Life Span

Life Space

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2
Q

Lifespan Theory of Career Development (Super):

5 Stages of career development

A

Growth

Exploration (14 to 25)

Establishment (25 to 45)

Maintenance (45 to 65)

Disengagement (65+)

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3
Q

Lifespan Theory of Career Development (Super):

Career Maturity

A

Ability to cope with developmental tasks of life stage

Assessed with Career Development Inventory

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4
Q

Lifespan Theory of Career Development (Super):

Life-Career Rainbow

A

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

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5
Q

Holland’s model of Career Development:

Overview

A

Match between personality and work environment

Good personality-environment fit
= increase job satisfaction, retention, production

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6
Q

Holland’s 6 basic personality/work environment types

RIASEC

A

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

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7
Q

Holland’s model of Career Development:

Differentiation

A

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]

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8
Q

When does the personality-environment type serve as the best predictor of job-related outcomes?

A

When individual exhibits a high degree of differentiation

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9
Q

Roe’s Theory of Career Development:

Overview

A

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”

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10
Q

Roe:

Three Types of Parent-Child Relationships

A

Emotional Concentration (overprotective/demanding)

Avoidance

Acceptance

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11
Q

Tiedeman and O’Hara’s Career Decision-Making Model:

Overview

A

Vocational identity development is an ongoing process

Tied to ego identity development (Erikson’s stages)

Repetitive processes of differentiation and integration

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12
Q

Tiedeman and O’Hara’s Career Decision-Making Model:

Two Main Phases

A

Anticipation phase

Implementation and Adjustment phase

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13
Q

Tiedeman and O’Hara’s Career Decision-Making Model:

Four Statuses

A

Exploration

Crystallization

Choice

Specification

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14
Q

Tiedeman and O’Hara’s Career Decision-Making Model:

Implementation and Adjustment Phase
3 substages

A

Induction

Reformation

Integration

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15
Q

Tiedeman and O’Hara’s Career Decision-Making Model:

Primary focus of Career Counseling

A

Conscious awareness of factors that affect decisions at each stage

Help individuals make choices based on full knowledge of themselves and relevant external factors

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16
Q

Krumboltz’s Social Learning Theory of Career Decision Making:

Overview

A

Maximum career development = exposure to widest array of learning experiences promotes

*Continuous self-development and learning

Based on Bandura’s social-reinforcement theory

17
Q

Krumboltz’s Social Learning Theory:

4 factors that influence career decisions

A

Genetic endowment/special abilities

Environmental conditions and events

Learning experiences

Task-approach skills

18
Q

Krumboltz:

Career Belief Inventory

A

Used to identify irrational, illogical belief that affect career related decisions

19
Q

Brousseau and Driver’s Decision Dynamics Career Model:

Essential Feature

A

Career Concepts = how a person envisions their ideal career path

20
Q

Brousseau and Driver’s Decision Dynamics:

Three dimensions

A

Frequency of job change

Direction of change

Type of change in job content

21
Q

Brousseau and Driver’s Decision Dynamics:

Four Career Concepts

A

Linear (progressive upward movement)

Expert (lifelong commitment to a specialty)

Spiral career concept (periodic moves across occupational specialties)

Transitory career concept (frequent changes)

22
Q

Brousseau and Driver’s Decision Dynamics:

Employer preference for type of career concept

A

Spiral and Transitory

May be preferable due to recent trend of continuous internal change in organizations

23
Q

Dawis and Lofquist’s Theory of Work Adjustment:

Overview

A

satisfaction
+
“satisfactoriness”

= Job satisfaction, tenure, and other outcomes

24
Q

Dawis and Lofquist’s Theory of Work Adjustment:

Satisfaction

A

How job corresponds to employee’s needs and values

25
Dawis and Lofquist's Theory of Work Adjustment: Satisfactoriness
Extent to which skills correspond to demands of job
26
3 ways Management can reduce negative impact of unemployment
Maximize communication with employees Explain criteria for layoffs Furnish outplacement program
27
Unemployment: Coping strategies
Problem-focused strategies (manage or modify problems causing stress) Symptom-focused strategies (regulate emotion)
28
Unemployment: Symptom focused strategies:
Emotion regulation Seeking support from family members and friends Seeking financial assistance
29
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*
30
Downsizing: "Psychological Contract"
Belief in unwritten contract between employee and employer
31
How to Reduce Survivor Syndrome
By using fair and compassionate procedures during a layoff process
32
According to Roe, what determines someone's preferred level of job complexity?
Their strongest needs
33
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