Men and Women of the Corporation

Using the contest- and sponsored-mobility perspectives as theoretical guides, this meta-analysis reviewed 4 categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences. Salary level and promotion served as dependent measures of objective career success, and subjective career success was represented by career satisfaction. Results demonstrated that both objective and subjective career success were related to a wide range of predictors. As a group, human capital and sociodemographic predictors generally displayed stronger relationships with objective career success, and organizational sponsorship and stable individual differences were generally more strongly related to subjective career success. Gender and time (date of the study) moderated several of the relationships examined.

Predictors of objective and subjective career success: a meta‐analysis

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

This paper compares contemporary career theory with the theory applied in recent career success research. The research makes inconsistent use of career theory, and in particular neglects the interdependence of the objective and subjective careers, and boundaryless career issues of inter-organizational mobility and extra-organizational support. The paper offers new guidelines for bringing about a rapprochement between career theory and career success research. These guidelines cover adequacy of research designs, further dimensions of career success, broader peer group comparisons, deeper investigation of the subjectively driven person, and seeing new connections between boundaryless career theory and career success research.

/pdf/career-success-in-a-boundaryless-career-world-3ya1zkjl8m.pdf

Career success in a boundaryless career world.

At What Level (and in Whom) We Trust Trust Across Multiple Organizational Levels

Purpose – This study aims to examine the relationships among leader‐member exchange (LMX), innovative work behaviour (IWB), and intention to quit. The mediating role of work engagement is tested within the relationship of LMX, IWB, and intention to quit.Design/methodology/approach – Respondents to a survey were 979 Indian managerial employees working in six service sector organisations in India. Structural equation modelling was used to test hypothesised relationships.Findings – Results suggest quality of exchanges between employees and their immediate supervisors influences engagement. Work engagement correlates positively with innovative work behaviour and negatively with intention to quit. Work engagement mediates the relationship between LMX and innovative work behaviour, and partially mediates intention to quit.Research limitations/implications – A cross‐sectional design and use of self‐reported questionnaire data is a limitation of this study. Since the study focuses only on service‐sector organisat...

Linking LMX, innovative work behaviour and turnover intentions

This study examined the extent to which science, technology, engineering, and math (STEM) students reported having had mentors of their own race and gender and the extent to which they have adopted the idea that matching by race and gender matters. The study also documented the effects of race and gender matching on three academic outcomes, self-reported grade point average, efficacy, and confidence, based on data collected from 1,013 undergraduate and graduate students and postdoctoral scholars actively participating in MentorNet's online community. Analyses indicated that having a mentor of one's own gender or race was felt to be important by many students, especially women and students of Color. Students who had a mentor of their own gender or race reported receiving more help, but matching by race or gender did not affect academic outcomes. Key findings are discussed in terms of implications for future research and mentoring in the STEM fields.

Matching by Race and Gender in Mentoring Relationships: Keeping our Eyes on the Prize

Research indicates that although women have achieved virtual parity with men when entering organizations, within five to six years their careers begin to lag behind those of their male counterparts. This lag is often attributed to the glass ceiling and mentoring has been suggested as one tool to assist women in breaking through. We still have very little empirical research that informs our understanding of the effectiveness of formal mentoring in comparison to informal mentoring relationships. The purpose of this article is to take a hard look at formal mentoring programs and the implications for women participating in them. It compares formal mentoring to informal mentoring. It focuses on the practice of formal mentoring relationships and the unique challenges that women may face as they negotiate these planned relationships as well as some suggested strategies to deal with these challenges. It concludes by discussing the implications of this work as well as alternative sources of support for women.

Taking a hard look at formal mentoring programs

Using a survey of women science majors, we tested the assumption that women mentors and other women guides help women students pursue the sciences. The survey explicitly distinguished among three types of guides: mentors (who provide psychosocial support), sponsors (who provide instrumental support), and role models (who act as examples) encountered before and during college. We found that over 90% of the women had a guide of one type or another, that mentors were most influential to women's pursuit of science, and that guides during college were more influential than guides prior to college. Participants reported having more female than male guides overall, but that some of the most influential guides were men.

The perceived importance of developmental relationships on women undergraduates' pursuit of science

Recent studies have acknowledged the critical role of mentoring relationships in the career success of women in organizations (Noe, 1988; 1988; Ragins, 1994). The emergence of studies of gender and mentorship has been particularly important as this research provides a necessary challenge to the traditional male-focused studies that characterize the mentoring literature. Yet studies of mentorship and gender have utilized racially and ethnically undifferentiated or unspecified samples (Scott, 1989). The samples have either been predominantly White (Ragins & McFarlin, 1990) or the racial composition is not communicated to the reader (Riley & Wrench, 1985). Comprehensive reviews on the topic of mentoring and gender make no mention of racial differences as a topic of importance in current research or as an item to be placed on the agenda for future research efforts (Noe, 1988; Ragins, 1994). In effect, within the mentoring and gender literatures, the voices of women of color have been excluded and unacknowledged, leaving a gap in the knowledge of the effects of race and gender on mentoring relationships. Bell, Denton and Nkomo (1993) suggested that future studies across racial/ethnic groups are needed to understand the relational aspects of women’s organizational experiences and outcomes. The purpose of this study is to begin exploring these gaps in the mentoring literature. Specifically, this study investigates the impact of race on mentoring and career success for women.

The Costs of Living as an Outsider Within: An Analysis of the Mentoring Relationships and Career Success of Black and White Women in the Corporate Sector

Stacy Blake-Beard

Papers

Linking LMX, innovative work behaviour and turnover intentions

Matching by Race and Gender in Mentoring Relationships: Keeping our Eyes on the Prize

Taking a hard look at formal mentoring programs

The perceived importance of developmental relationships on women undergraduates' pursuit of science

The Costs of Living as an Outsider Within: An Analysis of the Mentoring Relationships and Career Success of Black and White Women in the Corporate Sector