Purpose: This study aims to investigate how various aspects of intraorganizational career advancement--current career attainments, recent pace of upward mobility, and future prospect of career advancement--affect voluntary turnover, drawing empirical evidence from a multinational corporation (MNC) in Taiwan's cultural and labor market environment.…

Three-quarters of 100 managers surveyed reported significant decrease in organizational hierarchies. In public and private organizations, performance appraisal, coaching, and mentoring are common career-management tools. Increasing numbers are viewing career development as almost entirely an individual responsibility. (SK)

In the current economic climate, fast-track career models pose problems for individuals and organizations. An alternative model uses a resource-based view of the company and principles of sustainable development borrowed from environmentalism. (SK)

New types of psychological contracts, in which promotions cannot be guaranteed or expected, are emerging. Former methods of selecting and assessing high-potential candidates are obsolete, and human resource management practices must change. (SK)

For 288 public sector employees in Britain, advancement prospects were positively related to three career-enhancing strategies: expertise development, self-nomination, and networking. Motivation was positively related to expertise development and self-nomination. Work orientation was positively related to expertise development and networking. (SK)

Focus group interviews with 49 hourly employees explored job satisfaction and the role of career development activities. Satisfied workers were either not interested in advancement or felt they had advancement opportunities. Dissatisfied workers perceived inadequate rewards and lack of opportunities. Results suggested that fairness issues may…

A study of Sears managers in accelerated management development shows that managers who progress quickly develop problems that often lead to failure: no personal network, alienation of others, no resilience, and no metacompetencies such as adaptability and self-understanding. (SK)

Interviews with 40 female managers in Europe suggest that mentoring may be even more important to the career success of female international managers than to female managers working in their home countries. However, there is a smaller supply of mentors available to women, and women are less likely than men to seek mentors. (SK)

The trend toward horizontal rather than hierarchical organizations is shrinking middle management jobs. Workers should recognize the influence of flatter organizations on career plateaus and become career strategists who can find ways to improve their opportunities within and outside organizations. (SK)

Comparison of emotional intelligence competencies in senior and middle managers showed that senior managers scored significantly higher in the personal competencies of emotional awareness, innovation, and commitment and the social competencies of political awareness, leadership, change catalyst, and teamwork. The usefulness of emotional…

Review of business management literature from the United States, United Kingdom, and Canada identified the following: the images of high flyer, fast track, and high achiever; the meaning of success; emphasis on performance; corporate rites of passage; and opportunities for women to be high flyers. (SK)

Discusses how flatter organizations provide fewer opportunities for career progression, requiring new ways to reward performance and individual responsibility for career development. Notes that essential career competencies are optimizing career prospects, using career planning skills, engaging in personal development, and balancing work and…

Responses from human resource managers in 136 Israeli companies revealed a paternalistic approach to career management. Promotion decisions depended on individual rather than universal criteria and internal human resource development. They were more likely to hire managers from external rather than internal sources. (Contains 44 references.) (SK)

The career histories of four directors of university art and design research centers reinforces the notion that promotion on higher education depends more on research than teaching. A research director's career is determined by research reputation, political savvy, strategic awareness, and ability to align research agendas. (SK)

For many years the demise of the graduate recruitment scheme has been predicted, some suggesting that dynamic employers want graduates that can take substantial responsibility and contribute to bottom line profitability within months of joining an organisation. Contrary to this view, some "blue chip" organisation that if invested in,…