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Careers
A career differs from a job in terms of the length, breadth, and depth of personal involvement. A career is a profession in which one makes progressive achievement, whereas a job is defined by specific tasks. Establishing a career serves many purposes, including providing sustainable income, expressing personal beliefs and values, and providing social connections.
Career Paths
Most individuals move through three career stages, each of which is associated with different social and psychological characteristics. During the first stage, individuals are motivated to establish a foundation in the organization and seek opportunities for advancement. The second stage, midcareer, is a time for people to seek new meanings and reenergize. For others, midcareer coincides with midlife crises or problems related to health and family, and it presents challenges related to work. For example, an individual may reach a career plateau when he or she progresses to a point at which hierarchical promotions are unlikely. The third stage, or late career, is a time when individuals maintain their established career status and gradually disengage from the full-time workforce. During this stage, many individuals seek part-time work, increase their volunteer activities, and become valuable resources for the community in alternative ways.
History of Career
The modern concept of the career can be traced to the Industrial Revolution. Before the 1800s, individuals worked primarily on family-owned farms. The Industrial Revolution introduced factories and modern industries, and many individuals moved to cities to work. During World War I, the first systematic placement of individuals in jobs took place. Using group-administered tests developed for the military, individuals' potential and expertise could be matched quickly with job demands.
The Great Depression of the 1930s raised the unemployment rate from 3.2% in 1929 to 23.6% in 1932; during this time, people worked more for survival than for personal fulfillment. World War II introduced 6 million workers into the workforce, the majority of whom were married women. After the war, counseling centers designed to serve returning veterans were established to address their career rehabilitation concerns. Over time, sophisticated tests and counseling tools were developed to help people make decisions related to career choice and development. More recently, the workforce has become increasingly diversified, raising important issues about career choice and work adjustment for workers of color and workers with different sexual orientations, disabilities, and lower social economic status.
Career Satisfaction and Well-Being
One important issue that is related to career is the contribution that work makes to individual well-being. Whereas unemployment rates are linked to mental and physical problems, maintaining a career helps individuals to stay active and connected. Research has shown, for example, that individuals with mental and physical disabilities who are able to enter the workforce, do part-time work, or even do volunteer work experience fewer symptoms, report higher self-esteem, and enjoy a better quality of life compared with nonworking peer groups.
Recently, occupational stress has been identified as a major cost for business organizations. The field of occupational health psychology is a new discipline that is dedicated to identifying individual and organizational factors that contribute to occupational stress and career dissatisfaction. For example, research has shown that organizational variables such as environmental uncertainty, role conflict, opportunities for skill acquisition, social contact, physical security, organizational structure and climate, and physical, emotional, and cognitive job demands have both a direct and an indirect impact on individuals' sense of career satisfaction and level of occupational stress.
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- Foundations: History
- Army Alpha/Army Beta
- Hawthorne Studies/Hawthorne Effect
- History of Industrial/Organizational Psychology in Europe and the United Kingdom
- History of Industrial/Organizational Psychology in North America
- History of Industrial/Organizational Psychology in Other Parts of the World
- Human Relations Movement
- Project A
- Scientific Management
- Scientist-Practitioner Model
- Unions
- Foundations: Ethical and Legal Issues
- Adverse Impact/Disparate Treatment/Discrimination at Work
- Affirmative Action
- Age Discrimination in Employment Act
- Americans with Disabilities Act
- Bona Fide Occupational Qualifications
- Civil Rights Act of 1964, Civil Rights Act of 1991
- Comparable Worth
- Corporate Ethics
- Corporate Social Responsibility
- Employment at Will
- Equal Pay Act of 1963
- Ethics in Industrial/Organizational Practice
- Ethics in Industrial/Organizational Research
- Family and Medical Leave Act
- Glass Ceiling
- Labor Law
- National Institute for Occupational Safety and Health/Occupational Safety and Health Administration
- Race Norming
- Sexual Discrimination
- Sexual Harassment at Work
- Stereotyping
- Test Security
- Uniform Guidelines on Employee Selection Procedures
- Workplace Accommodations for the Disabled
- Foundations: Research Methods
- Benchmarking
- Case Study Method
- Competency Modeling
- Content Coding
- Critical Incident Technique
- Cross-Cultural Research Methods and Theory
- Experimental Designs
- Focus Groups
- Lens Model
- Linkage Research and Analyses
- Longitudinal Research/Experience Sampling Technique
- Meta-Analysis
- Naturalistic Observation
- Nonexperimental Designs
- Organizational Surveys
- Policy Capturing
- Program Evaluation
- Qualitative Research Approach
- Quantitative Research Approach
- Quasi-experimental Designs
- Sampling Techniques
- Simulation, Computer Approach
- Survey Approach
- Verbal Protocol Analysis
- Foundations: Measurement Theory and Statistics
- Classical Test Theory
- Confidence Intervals/Hypothesis Testing/Effect Sizes
- Construct
- Criterion Theory
- Descriptive Statistics
- Differential Item Functioning
- Factor Analysis
- Generalizability Theory
- Incremental Validity
- Inferential Statistics
- Item Response Theory
- Measurement Scales
- Measures of Association/Correlation Coefficient
- Moderator and Mediator Variables
- Multilevel Modeling
- Multilevel Modeling Techniques
- Multitrait–Multimethod Matrix
- Nomological Networks
- Normative versus Ipsative Measurement
- Reliability
- Statistical Power
- Structural Equation Modeling
- Utility Analysis
- Validation Strategies
- Validity
- Industrial Psychology: Understanding and Assessing Individual Differences
- Affective Traits
- Big Five Taxonomy of Personality
- Biographical Data
- Cognitive Abilities
- Cognitive Ability Tests
- Computer Assessment
- Core Self-Evaluations
- Emotional Intelligence
- Employment Interview
- Genetics and Industrial/Organizational Psychology
- Graphology
- Gravitational Hypothesis
- Hardiness
- Impression Management
- Individual Assessment
- Individual Differences
- Integrity Testing
- Job Knowledge Testing
- Letters of Recommendation
- Locus of Control
- Machiavellianism
- Motivational Traits
- Need for Achievement, Power, and Affiliation
- Optimism and Pessimism
- Personality
- Personality Assessment
- Physical Performance Assessment
- Practical Intelligence
- Protestant Work Ethic
- Self-Esteem
- Situational Judgment Tests
- Standardized Testing
- Stereotype Threat
- Trainability and Adaptability
- Type A and Type B Personalities
- Work Samples
- Work Values
- Industrial Psychology: Employment, Staffing, and Career Issues
- Dictionary of Occupational Titles
- Applicant/Test-Taker Reactions
- Banding
- Career Development
- Careers
- Compensation
- Credentialing
- Dirty Work
- Drug and Alcohol Testing
- Electronic Human Resources Management
- Employee Selection
- Executive Selection
- Exit Survey (Exit Interview)
- Expatriates
- Gainsharing and Profit Sharing
- Gay, Lesbian, and Bisexual Issues at Work
- Human Resources Strategy
- Job Advertisements
- Job Analysis
- Job Analysis Methods
- Job Choice
- Job Description
- Job Evaluation
- Job Search
- Job Typologies
- Occupational Information Network (O*NET)
- Older Worker Issues
- Person–Environment Fit
- Person–Job Fit
- Person–Organization Fit
- Person–Vocation Fit
- Placement and Classification
- Prescreening Assessment Methods for Personnel Selection
- Realistic Job Preview
- Recruitment
- Recruitment Sources
- Retirement
- Selection Strategies
- Selection: Occupational Tailoring
- Succession Planning
- Underemployment
- Industrial Psychology: Developing, Training, and Evaluating Employees
- 360-Degree Feedback
- Assessment Center
- Assessment Center Methods
- Distance Learning
- Diversity Training
- Electronic Performance Monitoring
- Employee Assistance Program
- Executive Coaching
- Feedback Seeking
- Frame-of-Reference Training
- Leadership Development
- Mentoring
- Organizational Socialization
- Organizational Socialization Tactics
- Performance Appraisal
- Performance Appraisal, Objective Indexes
- Performance Appraisal, Subjective Indexes
- Performance Feedback
- Rating Errors and Perceptual Biases
- Self-Fulfilling Prophecy: Pygmalion Effect
- Socialization: Employee Proactive Behaviors
- Training
- Training Evaluation
- Training Methods
- Training Needs Assessment and Analysis
- Transfer of Training
- Industrial Psychology: Productive and Counterproductive Employee Behavior
- Contextual Performance/Prosocial Behavior/Organizational Citizenship Behavior
- Counterproductive Work Behaviors
- Counterproductive Work Behaviors, Interpersonal Deviance
- Counterproductive Work Behaviors, Organizational Deviance
- Creativity at Work
- Customer Satisfaction with Services
- Cyberloafing at Work
- Innovation
- Integrity at Work
- Job Performance Models
- Organizational Retaliatory Behavior
- Theft at Work
- Time Management
- Violence at Work
- Whistle-Blowers
- Withdrawal Behaviors, Absenteeism
- Withdrawal Behaviors, Lateness
- Withdrawal Behaviors, Turnover
- Workplace Incivility
- Industrial Psychology: Motivation and Job Design
- Action Theory
- Control Theory
- Empowerment
- Expectancy Theory of Work Motivation
- Goal-Setting Theory
- Human–Computer Interaction
- Incentives
- Intrinsic and Extrinsic Work Motivation
- Job Characteristics Theory
- Job Design
- Job Involvement
- Job Rotation
- Job Sharing
- Need Theories of Work Motivation
- Path–Goal Theory
- Positive Psychology Applied to Work
- Self-Concept Theory of Work Motivation
- Self-Efficacy
- Self-Regulation Theory
- Social Cognitive Theory
- Telecommuting
- Theory of Work Adjustment
- Two-Factor Theory
- Work Motivation
- Workaholism
- Industrial Psychology: Leadership and Management
- Abusive Supervision
- Behavioral Approach to Leadership
- Charismatic Leadership Theory
- Employee Grievance Systems
- Global Leadership and Organizational Behavior Effectiveness Project
- Implicit Theory of Leadership
- Judgment and Decision-Making Process
- Judgment and Decision-Making Process: Advice Giving and Taking
- Judgment and Decision-Making Process: Heuristics, Cognitive Biases, and Contextual Influences
- Leader–Member Exchange Theory
- Leadership and Supervision
- Least Preferred Coworker Theory
- Life-cycle Model of Leadership
- Normative Models of Decision Making and Leadership
- Reinforcement Theory of Work Motivation
- Situational Approach to Leadership
- Spirituality and Leadership at Work
- Trait Approach to Leadership
- Transformational and Transactional Leadership
- Trust
- Industrial Psychology: Groups, Teams, and Working with Others
- Conflict at Work
- Conflict Management
- Diversity in the Workplace
- Group Cohesiveness
- Group Decision-Making Quality and Performance
- Group Decision-Making Techniques
- Group Development
- Group Dynamics and Processes
- Groups
- Groupthink
- Input–Process–Output Model of Team Effectiveness
- Intergroup Relations
- Interpersonal Communication
- Interpersonal Communication Styles
- Justice in Teams
- Meetings at Work
- Negotiation, Mediation, and Arbitration
- Networking
- Social Exchange Theory
- Social Loafing
- Social Norms and Conformity
- Social Support
- Team Building
- Team Mental Model
- Team-Based Rewards
- Virtual Teams
- Workplace Romance
- Industrial Psychology: Employee Well-Being and Attitudes
- Affective Events Theory
- Attitudes and Beliefs
- Boredom at Work
- Emotional Burnout
- Emotional Labor
- Emotions
- Eustress
- Job Satisfaction
- Job Satisfaction Measurement
- Job Security/Insecurity
- Mood
- Morale
- Organizational Commitment
- Organizational Cynicism
- Organizational Justice
- Psychological Contract
- Quality of Work Life
- Role Ambiguity
- Role Conflict
- Role Overload and Underload
- Stress, Consequences
- Stress, Coping and Management
- Stress, Models and Theories
- Theory of Reasoned Action/Theory of Planned Behavior
- Union Commitment
- Work–Life Balance
- Industrial Psychology: Organizational Structure, Design, and Change
- Attraction–Selection–Attrition Model
- Automation/Advanced Manufacturing Technology/Computer-Based Integrated Technology
- Balanced Scorecard
- Compressed Workweek
- Downsizing
- Entrepreneurship
- Flexible Work Schedules
- Globalization
- High-Performance Organization Model
- Learning Organizations
- Mergers, Acquisitions, and Strategic Alliances
- Organizational Behavior
- Organizational Behavior Management
- Organizational Change
- Organizational Change, Resistance to
- Organizational Climate
- Organizational Communication, Formal
- Organizational Communication, Informal
- Organizational Culture
- Organizational Development
- Organizational Image
- Organizational Politics
- Organizational Sensemaking
- Organizational Structure
- Outsourcing
- Shiftwork
- Sociotechnical Approach
- Strategic Planning
- Survivor Syndrome
- Terrorism and Work
- Theory of Action
- Total Quality Management
- Virtual Organizations
- Workplace Injuries
- Workplace Safety
- Professional Organizations and Related Fields
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