Geropsychology career pipeline perceptions

OBJECTIVE

Using the framework of Social Cognitive Career Theory, this study aimed to ascertain attitudes and perceptions of geropsychology career paths, given the present notable geriatric workforce shortage.

METHODS

An online survey was developed iteratively and disseminated through various modalities (i.e., internet, email, word-of-mouth). Participants included 28 predoctoral and 76 professional geropsychologists (N = 107; age M = 39.18, SD = 12.05). The sample was largely female (72%), non-Hispanic White (89%), and has or was working towards their PhD (82%).

RESULTS

Results delineate attractive and unattractive aspects of common career options (academic, clinical Veterans Affairs [VA], clinical non-VA), and assessed the hypothetical proclivity and feasibility of switching between academic and clinically focused careers. The results found gender (women vs. men) and career stages (predoctoral vs. professional) to be significant contributors to career perceptions.

CONCLUSIONS

The present study advances past literature by unveiling potential avenues to ameliorate this workforce shortage within both clinical and academic fields in geropsychology.

A multilevel analysis of individual and organizational factors that influence the relationship between career development and job-performance improvement

Purpose

The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement.

Design/methodology/approach

This study adopts multilevel analysis, using the 2013 Human Capital Corporate Panel data set compiled by the Korea Research Institute for Vocational Education and Training.

Findings

Taking into consideration 572 employees over 61 companies, our findings reveal that job satisfaction and organizational commitment are significant individual factors that affect job performance through career development. Moreover, mentoring/coaching is found to be an organizational factor that influences job performance improvement through career development, while job rotation interferes with job performance through career development.

Research limitations/implications

The framework of the present study is consistent with the framework for organizational career development created by McDonald and Hite (2016), which emphasizes considering both organizational and individual factors together.

Practical implications

The results of this study provide empirical evidence and practical implications for leaders, line managers and human resource managers who are responsible for employees’ career development when they plan career development interventions.

Originality/value

This study offers a conceptual framework for career development, paying special attention to multi-level development.