Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

Temperament and development

The adolescent society

This article seeks to explore existing conceptualisations of emotional capital in educational research, and to undertake a critical analysis of these conceptualisations, including a reflection on my own explorations of teachers’ and students’ emotional practices. Drawing from Bourdieu's work, I offer a theoretical discussion of how emotional capital as a conceptual tool suggests a historically situated analysis of the often unrecognised mechanisms and emotion norms serving to maintain certain ‘affective economies’. This point is made in reference to a brief discussion of my ongoing ethnographic work over the last ten years. I conclude the article with outlining some new possibilities of theorising the potentiality and usefulness of the concept of emotional capital in the field of educational research.

Emotional capital and education: theoretical insights from bourdieu

En moyenne, les salaires croissent avec l'âge. Une question naturelle est de savoir si les salaires plus eleves des travailleurs âges correspondent, ou non, a une productivite plus elevee. La reponse a cette question n'est pas sans consequence sur l'employabilite de ces travailleurs âges. Estimee comme la « contribution » des differentes classes d'âge a la productivite des entreprises, la productivite des salaries croit avec l'âge jusqu'a 40 ans, avant de se stabiliser. Le profil de la productivite suit d'assez pret celui des remunerations. En particulier, il n'apparait pas d'ecart marquant entre salaire et productivite, si ce n'est aux âges les plus eleves (plus de 55 ans). Ces resultats restent neanmoins assez peu precis, car il est difficile d'extraire des relations causales de l'âge des salaries sur la productivite des entreprises a partir des simples correlations entre production et structure de la main-d'oeuvre. En particulier, les salaries âges sont plus nombreux dans les entreprises anciennes et peu efficaces, et representent une partie de la main-d'oeuvre qui s'ajustent moins rapidement aux chocs de productivite. Il en resulte un biais dans l'estimation de la productivite, dont la correction ne peut se faire qu'au prix de resultats moins precis. En outre, les resultats ne concernent que les salaries en emploi, et non l'ensemble des individus

La productivité des salariés âgés : une tentative d'estimation : Les travailleurs âgés face à l'emploi

Leadership et compétences émotionnelles: Dans l'accompagnement au changement

SUMMARY In a context of fierce competition in the labour market and employment system, the decision to continue studying after completing French short-cycle higher vocational education must be distinguished from the simple individual decision for optimum allocation of resources postulated by standard humanresource theory. It has much more to do with a sequential strategic choice and illustrates behaviour by players facing reality, knowing how to act and react to their evolving environment and the difficulties of dealing with uncertainty, relying more on cognitive than calculated reasoning. This article demonstrates that continued education varies according to students’ profiles (according to qualifications, specialisation and gender). It may involve a combination of training strategy and/or employability strategy, and of minimising risks (of failure at university) and maximising competitive advantages.

https://cedefop.europa.eu/files/etv/upload/information_resources/bookshop/446/39_en_gendron.pdf

Economic analysis of continued education by holders of short-cycle technical diplomas in

Access to the baccalaureate and higher education in France has become more democratic. The introduction of the vocational baccalaureate has been part of this process, but remains a modest step forward given the very low take-up of vocational baccalaureate courses. If vocational education pathways in France are to become true gateways to higher education and social mobility, career guidance and lifelong learning need to become more effective and the French higher education system needs to be rethought to achieve integrated pathways that complement one another and at the same time differentiate themselves from one another, replacing a sterile, counter-productive hierarchical system. Keywords

/pdf/the-vocational-baccalaureate-a-gateway-to-higher-education-1eymtv9eay.pdf

The Vocational Baccalaureate: A Gateway to Higher Education?.

Europe is getting older – a simple observation with far-reaching implications. The challenges posed by an aging society are tremendous. As the baby boom generation grows older, it is doubtful that ever-longer retirement will continue to be beneficial and affordable for individuals or the nation. Strongly believes that additional years of work will be increasingly desirable for a growing number of older French people and for the society as anywhere else in the European Union (EU). Nevertheless, as today's workers evaluate their own retirement security, and as policymakers and business leaders assess the viability of the nation's aging related programs and policies, they must recognize the need for significant changes in attitudes and practices. Work will be central to this process of change. The development and enhancement of employment for older workers constitutes a crucial issue for the Member States of the EU and for France in particular where less than 37% of workers over 55 years old are working. If the concern is global, a one-size-fits-all approach to face those challenges is not appropriate nowadays. How to plan working life will be crucial for all EU societies for economic, social and psychological and health issues. Finding ways to retain older workers, offering re-training and re-deployment if necessary, would make much more sense. Also, a human Knowledge Management which deals with the transfer of competences from experienced OW to youngsters and a human. Workforce management promoting a mixed-age workforce will be crucial and essential. Thus, there is a clear demand for more sophisticated and sensitive and human management throughout people's working lives, alongside ongoing investment and training. With the shortage of younger workers within the next decades and the baby-boomers departure, organisations are faced with the problem of loss of knowledge, skills and personnel. Nevertheless, if this concern is global, the successful responses will have to be locally based. Managers face a dilemma. Managers will have to evolve to manage higher diversity of situations, especially when the main issue is at keeping the strategic and key competences in the company at all local levels. Thus, each company will have to explore ways of retaining knowledge and personnel with a range of ages, skills and experience in the work force according their needs. They will need to put in place processes and supporting systems and work atmosphere to manage the retention of knowledge in the organisation when experienced workers retire, thus enabling older workers to transfer their skills, knowledge and experience as a corporate asset. Thus, managing age relations in organisations require an understanding of the ways in which workers of different ages are perceived and how these associate with optimal deployment. It requires a strong local knowledge on the company functioning and on its workforce to manage changes successfully. Consequently, those global challenges (I) suppose to rethink the organisational management in a human way. Above all, it will suppose to promote (II) diversity and to revisit knowledge and human resource managements toward an ergonomic, more human and ethic ways to allow a quality of work life and a better aging, working, learning, and living together (Gendron, 2007 submitted).

Emotional Capital and Older Workers Learning and Transfer of Knowledge Management: “Toward a Better Ageing, Working and Learning Together”

Libro digital, formato PDF, conformado por 395 paginas, incluye preliminares. Editado en la Coordinacion de Recursos Informativos de UDGVirtual por: Angelina Vallin Gallegos, edicion; Brigida del Carmen Botello Aceves, Gabriela Margarita Suarez Davila, Johann Wilhelm Gottschalk, Hubert Antoine, correccion de estilo; Jose Mariano Isaac Castaneda Aldana, diseno, diagramacion e infografia.

Bénédicte Gendron

Papers

Leadership et compétences émotionnelles: Dans l'accompagnement au changement

Economic analysis of continued education by holders of short-cycle technical diplomas in

The Vocational Baccalaureate: A Gateway to Higher Education?.

Emotional Capital and Older Workers Learning and Transfer of Knowledge Management: “Toward a Better Ageing, Working and Learning Together”

Veinte visiones de la educación a distancia