w. 4 Career Goals, Values and Ethics

Question 1

(Gati, 2015)

Answer 1

Making better career decisions

Question 2

(Sucher & Preble, 2017)

Answer 2

Case Study: Follow Dubious Orders or Speak Up?

Question 3

types of career paths

Answer 3

1. Linear
2. Expert
3. Spiral
4. Transitory

Question 4

1. Linear

Answer 4

progress upwards in a hierarchy to positions of increasing authority and responsibility

Question 5

2. Expert

Answer 5

becoming increasingly proficient in area of expertise and career emerges in specialisation

Question 6

3. Spiral

Answer 6

shift btw similar occupational areas, specialities or disciplines (can occur within the company too).
Usually changes occur after you’ve been in field long enough to develop some competence & you leverage the knowledge & skills acquired in a previous spiral to develop a new set of knowledge & skills in a new spiral.
Moves can be sideways or even downwards

Question 7

4. Transitory

Answer 7

when individuals change from one field or job to another, typically every every 3-5 years, that’s very different or wholly unrelated.

Want variety, stimulation & independence in life instead of having career in the traditional sense

Question 8

encore career

Answer 8

(Freedman 2007): people choosing to make significant career change late in their year, usually involves innovation/social entrepreneurship
→ spiral and transitory paths now much more common

Question 9

boundaryless careers

Answer 9

involves the sequence of job opportunities that go beyond the boundaries of a single employment setting.

Characterised by boundaryless benefits
Skills & knowledge
Reputation & networks, access to knowledge

Question 10

protean career

Answer 10

(Hall, 1996): flexible, adaptive, self-directed approach to career management

Question 11

features of protean career

Answer 11

• Multiple employers & work arrangements
• Individual is in charge of own career proactive, self directed & autonomous
• Goal of psychological success (Must align with values & broader life goals)
• Success measured subjectively
• High degree of mobility

Question 12

benefits of protean career

Answer 12

Pursue goals more congruent with who they are, priorities & values
Likely to view career in broader context of their lives
Since professional identity isn’t as important they’re free to focus on things they value

Question 13

disadvantages of protean career

Answer 13

Less stable,
Less development
Work life impacted

Question 14

career goals

Answer 14

Specific
Measurable
Attainable
Relevant 
Timebound

Question 15

SWOT

Answer 15

Strengths, weaknesses, opportunities, threats

Question 16

Values are

Answer 16

are generally stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are personal convictions about what one should strive for and how one should behave.

Question 17

value theory

Answer 17

Schwartz 2012

Question 18

6 Value theory features (Schwartz 2012)

Answer 18

1) are beliefs - inextricably tied to emotions
2) are motivational - reference desirable goals that people strive to attain
3) have broad application - transcend specific actions & applications
4) serve as standards or criteria - to evaluate & provide ourselves with feedback
5) are ordered by importance
- a relatively stable system, hierarchical system distinguishes them from norms & attitudes
6) Guide actions- higher values drive behaviour

Question 19

Person-organisation value congruence:

Answer 19

when employee and organisational values are similar

Question 20

Organisations can also benefit from some level of value

Answer 20

incongruence, as employees with diverse values offer different perspectives, which could lead to better decisions. Also, too much congruence can lead to a ‘corporate cult’, which can undermine creativity, organisational flexibility, business ethics, etc.

Question 21

Employees are more likely to

Answer 21

make decisions compatible with the organisation’s missions and objectives.

Question 22

When people work in organisations that have values that fit with their own, they are more likely to be satisfied

Answer 22

and productive. Congruence also leads to higher job satisfaction, loyalty, commitment, citizenship behaviour, lower stress, and lower turnover.

Question 23

Linking values to behaviour

Answer 23

Values have a judgemental element & typically reflect belief about right/wrong, good/bad, worthwhile/not.
Abstract concepts, not always easy to follow in practice

Question 24

what strengthens our actions to values

Answer 24

Something makes us mindful of the value
Have a specific reason to apply value in the situation
Environment supports the behaviour that are consistent with the value

Question 25

values develop through what process?

Answer 25

socialisation process

Question 26

Values help give

Answer 26

direction & coherence & to recognise opportunities to achieve outcomes (which depend on the situation we’re in)

Question 27

3 things values do?

Answer 27

a) affect perceptual processes
b) Legitimise & justify past behaviour
c) Can affect organisational outcomes → job satisfaction, ethical decision making

Question 28

how can we sharpen our awareness of values?

Answer 28

by reflecting on them learn how to devote time to things that are most important to you

Question 29

Self-directive values →

Answer 29

innovation-oriented cultures

Question 30

Security values →

Answer 30

bureaucratic cultures

Question 31

Benevolence values →

Answer 31

supportive cultures (Berson, Oreg, & Dvir, 2008)

Question 32

ethics

Answer 32

a set of rules or principles that defines right and wrong conduct.
Shape the way we live. Helps us to live a life worth living.
Ethical people have a well informed conscience
Act in a way that’s true to who they are and what they believe
It’s not just about the big issues, however ethics also informs our daily interactions

Question 33

values

Answer 33

evaluative beliefs about what is deemed to be important

Question 34

sunlight test

Answer 34

where you only act in a way that you would be proud to see on the front page of the paper.

Question 35

Most importantly, ethics allows us to

Answer 35

act in a manner that accords with a set of core values and principles

Question 36

Linking values and ethics

Answer 36

Ethics is a framework (set of principles and arguments) for thinking about the issue and is concerned with the question “what should one do” or “how should one act”. The emotional force of your values in contrast would lead you to an intuitive feel for what you should do. Principles tells you how to get there.
In other words, ethics involves acting in accordance with values and principles. These are the things that matter most to you.How much weight you give to your personal values and principles will likely determine your course of action.
Together values and principles act as an internal ethical guide.

Question 37

When considering a future career in specific organisations and industries, it is important to get to know what

Answer 37

an organisationstands for, why it is in business and how it will conduct itself, and importantly whether these align with your own values and principles.

Question 38

An ethical framework in an organisation communicates

Answer 38

the gold-standard for behaviour and decision making. This framework is usually conveyed as purpose, values and principles and represents the DNA of an organisation.

Question 39

ethical dilemmas

Answer 39

arise when our own values and principles are in conflict with others.
Indeed not every ethical question has one right answer, and that’s okay. There is no ethical theory that can resolve every situation perfectly. Lots of things in our lives have moral value and sometimes they come into conflict.

Question 40

with regards to ethical dilemmas how are we wired?

Answer 40

wired with an ethical approach towards deciding what is good and what is right, for example:
The Duty Approach - (also called deontology) – is concerned with the question, what duty do I have here and what are the rights of the others?
The Virtue Approach – is concerned with the question, what sort of person would I be if I did that?
The Consequentialist Approach – is concerned with the question what gets the best outcome for most people?

Question 41

key approach to ethics is

Answer 41

to continue to be reflective and to examine your own values and principles, to be aware of your ethical approach and how this effects your ethical choices and behaviour.

Question 42

How to resolve ethical dilemmas ask:

Answer 42

1. would you be happy for it to be the headline?
2. is there a universal rule that applies here?
3. will this have a good result?
4. what if everybody did that?
5. what will this do to the character of your organisation?

Question 43

organisations can create environments where ppl feel forced to make tough choices because

Answer 43

1) It is psychologically unsafe to speak up (retribution/harsh reactions)
2) Excessive pressure to reach unrealistic performance targets
3) Conflicting goals provoke a sense of unfairness

Question 44

Leaders must accept

Answer 44

they are held to other standards and that others will interpret their behaviour accordingly

Question 45

What questions should you ask (Sucher & Preble) when deciding whether to follow dubious orders or speak up?

Answer 45

1) Am I comfortable with the likely consequences?
2) Am I fulfilling my duties and respecting others’ rights?
3) Am I respecting the community and its norms?
4) Am I meeting my and my company’s commitments?

Question 46

a job is made up of

Answer 46

a ‘set of task elements grouped together under one job title and designed to be performed by a single individual’, or ‘the set of prescribed work activities a person normally performs during a typical work period’

Question 47

features of a job

Answer 47

1. Level and form of task interdependence

2. Level of discretion or freedom to job craft implied by monitoring systems in the job:

Question 48

Making better career decisions

Answer 48

Gati, 2015

Question 49

Case Study: Follow Dubious Orders or Speak up?

Answer 49

(Sucher & Preble, 2017)

Question 50

Per Schwartz’s (2012) value theory are values ordered by importance relative to other values and NOT to social goals, priorities, norms, and attitudes?

Answer 50

NO Values are ordered by importance relative to other values and NOT to social goals, priorities, norms, and attitudes.