Changes in the workplace such as mergers, acquisitions, reengineering, and downsizing are forcing individuals to recognize the temporary nature of all jobs and develop what has been termed "career resilience.""Career resilience" differs from "career self-reliance" in that the former refers to individual career…

Several myths relate to the question of whether Generation X, the population cohort following the Baby Boomers, has different values, work ethics, and attitudes toward work and career development. The first myth is that individuals in Generation X are slackers, lacking career drive and ambition. The reality is that Generation X may just view the…

The changing workplace has altered workers' roles and forced them to assume primary responsibility for their own career development. Continued employment is increasingly being tied to lifelong learning and ongoing skill development. Just as workers are recognizing the need to ensure their marketability to employers, so too are employers facing…

Alternative work patterns are work schedules that allow employees to select the hours and length of their workweeks. Reasons for choosing alternative work patterns include transportation considerations, participation in outside activities, ability to work better during certain hours, child care, and household commitments. Examples of alternative…

Quality circles are part of the movement to provide workers with increased autonomy, responsibility, and authority. Key elements of quality circles are the characteristics of their members, volunteer participation, regular meetings, training, problem identification, and solution implementation. The theoretical bases of quality circles include:…

New information technologies, changing work force demographics, rising customer expectations, transnational companies, and cost pressures are altering traditional views of what constitutes a workplace and have given rise to a new trend: the mobile worker in the flexible workplace. Two factors promote acceptance of telework or telecommuting: (1)…

Any type of organization can be a learning organization (LO) if it possesses certain characteristics: provide continuous learning opportunities, use learning to reach its goals, link individual performance with organizational performance, foster inquiry and dialogue, embrace creative tension as a source of energy and renewal, and be continuously…

Major changes in the workplace have changed the social contract between employer and employee and rendered many traditional models of career development inadequate. This paper examines the effects of a changing workplace on the individual and on career development. These changes in the workplace have created new types of organizations and new…

The "spirituality in the workplace" movement serves a range of interests, including personal fulfillment on the job, a growing need to reconcile personal values with those of the corporation, and corporate desires to help individuals achieve more balanced lives. In addition to being the theme at a growing number of conferences, spirituality has…

The world of stable, long-term employment is coming to an end. Part-time, contingent, and contract workers now account for more than 35% of the U.S. work force. It has been suggested that individuals will become "portfolio workers" with "portfolio careers." Individuals will maintain portfolios of their skills, abilities, and achievements and will…

Adversarial collective bargaining often leads to lingering resentments. Collaborative bargaining, conversely, is a problem-solving approach to contract negotiations based on common interests and mutual respect. It is estimated that at least 500 school districts nationwide incorporate major elements of the collaborative approach in their collective…

Changes in the composition and attitudes of the work force have resulted in increased interest by employers in formulating and implementing career development efforts for their employees. Surveys have revealed: companies believe that career development efforts enhance employee performance and improve utilization of talents; most organizations have…

In a high performance work organization (HPWO), employee basic skills are just one of many components. HPWOs feature the following: they have flatter organizational structures, have work done by teams of highly skilled workers, and have a focus on quality, customer service, and continuous improvement. The collaborative approach to workplace…

Intended for employers, human resource staff, and adult educators, this digest addresses the purposes of career development programs in the workplace and describes the components of such programs. In the first section, the term career development is defined and labeled as just one component of organizations' human resource management. Eight…

Quality Circles (QC's) consist of small groups of people who perform the same work and who voluntarily meet on a regular basis to discuss problems, seek solutions, and cooperate with management in the implementation of those solutions. QC's operate on the premise that employee participation in decision making and problem solving improves the…