NotesFAQContact Us
Collection
Advanced
Search Tips
Showing all 4 results Save | Export
Peer reviewed Peer reviewed
Direct linkDirect link
Moriano, Juan A.; Gorgievski, Marjan; Laguna, Mariola; Stephan, Ute; Zarafshani, Kiumars – Journal of Career Development, 2012
The current research aims to shed light on the role of culture in the formation of career intentions. It draws on the Theory of Planned Behavior (TPB; Ajzen), which has been widely employed to predict intentions, including entrepreneurial career intentions, but past research has almost exclusively been conducted in "Western" countries.…
Descriptors: Self Efficacy, Cultural Differences, Foreign Countries, Entrepreneurship
Peer reviewed Peer reviewed
Direct linkDirect link
van Dam, Karen; van der Vorst, Janine D. M.; van der Heijden, Beatrice I. J. M. – Journal of Career Development, 2009
This study investigated the early retirement intentions of 346 older Dutch employees by extending the theory of planned behavior with anticipated work conditions. The results showed that employees who felt a pressure from their spouse to retire early had a strong intention to leave the work force before the official retirement age, that is 65.…
Descriptors: Foreign Countries, Retirement, Employee Attitudes, Context Effect
Peer reviewed Peer reviewed
Direct linkDirect link
Kuijpers, M. A. C. T.; Scheerens, J. – Journal of Career Development, 2006
Career development gains new meaning in the context of employability demands in a knowledge economy. In this context, increased mobility, a dynamic work environment, and an increased level of career support from employers are seen as characteristics of a modern career. All of these characteristics put emphasis on individual and self-management in…
Descriptors: Career Development, Employees, Surveys, Competence
Peer reviewed Peer reviewed
Stoker, J. I.; Van der Heijden, B. I. J. M. – Journal of Career Development, 2001
In study 1, 313 supervisor/supervisee pairs rated supervisees' professional expertise; supervisees gave themselves higher ratings. Study 2 compared 63 team leaders' and 593 team members' ratings of leaders, finding different perceptions of competence. Results suggest the use of self-other ratings can be improved through feedback, joint training…
Descriptors: Competence, Foreign Countries, Interrater Reliability, Personnel Evaluation