Re‐conceptualizing career change: a career development perspective

Abstract

In addressing environmentally induced career change, the career development practitioner is better informed by a career development model than more traditional approaches. The model was tested with Canadian managers and professionals whose positions had been eliminated. Simple regression analysis revealed that career resilience was positively related to three of five job facets that served as indicators of career change. The findings lend support to career development practitioners who strive to build career resilience among employees. Along with organizational advantages already documented, individuals who develop career resilience will be better equipped to face the inevitable prospect of changing careers in the future.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 22 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.