Career Advancement Strategies Research Articles

Experiences of Teachers who were never Promoted until Retirement

Teaching is globally respected and forms the foundation of educational frameworks around the world. This study explored the stories of teachers who were unpromoted until retirement despite their dedication. The literature has neglected this set of educators' struggles. This research illuminates these teachers' struggles since their tales are crucial to understanding teacher recognition and career growth. This phenomenological research seeks to comprehend instructors who earned no advancements during their careers. By exploring their lives, the study highlights their distinct emotional and professional obstacles. Qualitative phenomenology was used to study participants and complex experiences. Semi-structured face-to-face interviews were done with teachers who have never been promoted. The themes confronted without job development are shown by their perspectives. Face-to-face interviews provide in-depth participant insights. Recorded, transcribed, and analyzed interviews revealed narrative themes and patterns. Interview topics were extracted and analyzed using thematic analysis. This strategy helped participants identify common challenges and experiences. Professional stagnation, emotional toll, student dedication, and promotion-centric culture emerged from the thematic analysis. Teachers who were never promoted encounter several obstacles. Their frequently disregarded stories highlight the need for more inclusive and supportive school career advancement strategies. Addressing these issues is crucial to teachers’ well-being and motivation. The study's findings affect education and policy. Recognizing teachers who were never promoted until retirement emphasizes their devotion and accomplishments. It argues for inclusive career progression and support networks that prioritize all teachers' professional growth and wellbeing.

Cultural trespassers or disruptors? Femininity reinvented and the career advancement strategies of Saudi women senior managers

Does the way in which people do gender influence their career advancement strategies? Based on semi-structured interviews with Saudi women senior managers and drawing from the postcolonial feminist theory, we discover in this study that it does. We show that Saudi women choosing to do gender well, the Sailing Through cohort, achieve career advancement by amplifying their commitment to family responsibilities, enacting respectful femininity, and invoking family associations to build winning alliances. We describe this form of resistance as crafty agency. In contrast, Saudi women choosing to do gender differently, the Trailblazing cohort, achieve their advancement goals by acting in a serious, composed, and competitive manner, investing in their human and professional capital, and effectively using self-promotion and self-advocacy. We describe this form of resistance as determined agency. Overall, our study demonstrates that Saudi women’s agency is not fixed, or definite, or passive but rather it is fluid, multifaceted, and transformational. This article contributes to gender studies by showing how different stances on doing gender drive the reinvention of gender identities and pursuit of alternative career advancement strategies. It also provides a nuanced understanding of how Saudi women attain senior management positions as they navigate the messiness and contradictions of gender roles and gendered contexts, agency, doing gender well and doing gender differently, and career advancement strategies.

Women and Multi-tasking: Strategy or pitfall for Career Advancement?

Despite the ubiquitous approach of multi-tasking in the workplace and home, research suggests that multi-tasking is not an effective strategy for productivity. Women multitask more than men do and are also perceived to be better multitaskers than men. The purpose of this paper is to share research on multi-tasking and its effects on productivity and to assist women in making informed decisions about whether multi-tasking is a strategy or a pitfall for career advancement. We discuss the perspectives on why women multi-task, the challenges associated with multi-tasking, and propose solutions. We conclude this paper by outlining successful strategies for career advancement in professional and personal spaces in a modern era where multi-tasking is the defacto coping strategy. Successful strategies include mindfulness, domestic sourcing, and the effective use of executive control functions such as goal switching and rule activation. We also discuss the importance of revisiting one's ethos, pathos, and logos

A 12-Year North American Longitudinal Study of Gender Equity and Equality in Gastroenterology

A 12-Year North American Longitudinal Study of Gender Equity and Equality in Gastroenterology

Antecedents of career self-management: home country and international careers in Kuwait

PurposeThe purpose of this paper is to examine how leadership aspiration mediates the effect of career self-efficacy on employees' engagement in career self-management (CSM; i.e. deployment of career advancement strategies concerning access to power, psychological boundaryless and self-promotion), whether self-efficacy directly influences CSM, and whether these relations are conditional upon nationality (which is a proxy for domestic and international careers in Kuwait).Design/methodology/approachA questionnaire was completed by 615 highly educated young Kuwaitis and self-initiated expatriates (SIEs; Arab and South Asian nationals) working in Kuwait.FindingsThe results demonstrate that self-efficacy, directly and indirectly (mediated by leadership aspiration), influences the three types of career advancement strategies. Moderated-mediation analyses suggest that SIEs and Kuwaitis engage in similar CSM behaviors when it is motivated by self-efficacy, which is mediated by leadership aspiration. Also, self-efficacy has greater direct effect on SIEs' CSM than Kuwaitis', but Kuwaitis have higher tendency for CSM behavior.Practical implicationsInterventions aiming to improve employees' engagement in CSM may focus on enhancing their psychological capital and contexts, while minding the differential effects of nationality and self-efficacy on CSM of Kuwaitis and SIEs.Originality/valueThe study provides unique information about CSM utilizing understudied populations namely, Middle-Eastern and self-initiated expatriate employees. It confirms the effects of self-efficacy and leadership aspiration on CSM and reveals different effects of nationality depending on the motivators at play.

Antecedents of Career Self-Management: Home-Country and International Careers in Kuwait

The purpose of this paper is to examine how leadership aspiration mediates the effect of career self-efficacy on employees’ engagement in career self-management (CSM; i.e., deployment of career advancement strategies concerning access to power, psychological boundaryless and self-promotion), whether self-efficacy directly influences CSM, and whether these relations are conditional upon nationality (which is a proxy for domestic and international careers in Kuwait). A questionnaire was completed by 615 highly educated young Kuwaitis and self-initiated expatriates (SIEs; Arab and South Asian nationals) working in Kuwait. The results demonstrate that self-efficacy, directly and indirectly (mediated by leadership aspiration), influences the three types of career advancement strategies. Moderated-mediation analyses suggest that SIEs and Kuwaitis engage in similar CSM behaviors when it is motivated by self-efficacy, which is mediated by leadership aspiration. Also, self-efficacy has greater direct effect on SIEs’ CSM than Kuwaitis’, but Kuwaitis have higher tendency for CSM behavior. It is suggested that interventions aiming to improve employees’ engagement in CSM may focus on enhancing their psychological capital and contexts, while minding the differential effects of nationality and self-efficacy on CSM of Kuwaitis and SIEs. The study provides unique information about CSM utilizing understudied populations namely, Middle-Eastern and self-initiated expatriate employees. It confirms the effects of self- efficacy and leadership aspiration on CSM and reveals different effects of nationality depending on the motivators at play.

Long-Term Effects of a Sectorial Advancement Strategy: Costs, Benefits, and Impacts from the WorkAdvance Demonstration

This report summarizes the long-term findings of a rigorous random assignment evaluation of the WorkAdvance model, a sectoral training and advancement initiative. Launched in 2011, WorkAdvance goes beyond the previous generation of employment programs by introducing demand-driven skills training and a focus on jobs that have identifiable career pathways. The model is heavily influenced by the positive findings from the Sectoral Employment Impact Study completed in 2010, as well as prior research on job retention and career advancement strategies. The WorkAdvance model was implemented between June 2011 and June 2013 by four providers — Per Scholas, St. Nicks Alliance, Madison Strategies Group, and Towards Employment — and a total of 2,564 individuals enrolled in the study. Several previous reports described the implementation, participation, cost, and interim impact findings of WorkAdvance and showed encouraging evidence for the WorkAdvance model. The impact findings presented in those reports covered the first three years of follow-up. While those findings showed earnings gains for some programs in some years, whether WorkAdvance could consistently increase earnings in the long term was still an open question. This report presents the long-term economic impacts of WorkAdvance and covers a two-year period occurring between four and eight years after individuals entered the study. The economic outcomes are based on National Directory of New Hires data and include 2017 and 2018. The report also builds on a previous cost analysis and presents findings from a full benefit-cost analysis to examine whether the effects of WorkAdvance resulted in gains or losses from the perspective of WorkAdvance participants, the government, and society.

Fitting in: Different Types of Person-Environment Fit as Drivers of Career Self-management in Kuwait

Contributing to emerging efforts to integrate the understudied career self-management (CSM) with person- environment fit research, this study aims to assess the unique effects of person-organization, person-coworkers and needs-supplies fits on employees’ deployment of career advancement strategies. A questionnaire was completed by 548 highly educated young Kuwaitis and self-initiated expatriates (Arab and South Asian) working in medium and large Kuwaiti organizations. The simultaneous effects of the three types of fits is assessed and the findings demonstrate that an increase in person-coworkers fit and decrease in person-organization and needs-supplies fits consistently encourage the deployment of career advancement strategies concerning accessing influential networks, self-promotion, competence building and psychological boundaryless. A relatively more robust effect of person-coworker fit has been detected. It is attributed to the Arab collectivistic culture and to the construct being a career competency and a contextual factor as per the “intelligent career” theory. Interventions should be mindful of the differential effects of different types of fit on CSM. Developing organizational ‘standards of fit’ and CSM skills are essential for individual career development and organizational success. The study provides unique information about the understudied constructs of CSM and person-environment fit in a traditional and high inequality Arab Middle Eastern country, and infers the causes of the inconsistent effects of contextual factors reported by previous studies. 

Demographic Differences in Protean Career Behavior: A Study of a High Demographic Inequality Labor Market

The protean career concept is dominating recent career research. Demographic groups are postulated to differ on protean career behavior with implications for career development, social equity and management of an increasingly diversified workforce. The purpose of this paper is to explore the unique contributions of employees’ gender, nationality, sector and age in the deployment of career advancement strategies in the high demographic inequality labor market of Kuwait. This is one of the few studies with an exclusive focus on demographic differences in protean behavior. Most protean career research treats demographic difference as an ancillary focus, even though demographic differences are part of the foundation of psychological sciences. The study utilized a set of questionnaires on a sample of 908 highly educated young employees working in Kuwait. Primary findings are that there are greater demographic differences in protean career in Kuwait than in the West. Men, Kuwaitis, private sector and younger employees deploy significantly more career advancement strategies and have stronger strategy orientations than women, self-initiated expatriates (SIEs), civil servants and older employees. The results are attributed to contextual inequalities in opportunities because they echo the Kuwaiti segmented labor market by gender, nationality and sector. They also reveal that women’s and SIEs’ proactive career histories have not been sustained in the Kuwaiti workplace. These demographic differences in protean behavior suggest that the potential benefits of this behavior are limited to members of particular groups, and any intervention strategies to support career development may, therefore, benefit a large portion of the workforce that is impacted by the inequalities. The originality and value of this study stems from addressing four literature gaps. Specifically, it examines the understudied protean behavior as most studies have focused on attitudes. It centers on demographic differences in protean career behavior, utilizes native and SIE samples working in high inequality non-Western context.

3194 Workforce Engagement and Resilience (WE-R): A Framework for Innovating Clinical Research Careers

OBJECTIVES/SPECIFIC AIMS: 1.Assess changes in clinical research workforce landscape at Duke 2.Optimize and evaluate efficacy of a tier advancement process for clinical research career progression at Duke 3.Implement CRP engagement as a change management mechanism for workforce innovation METHODS/STUDY POPULATION: We evaluated 857 clinical research positions at Duke to understand changes in the workforce (demographics, numbers in each position and tier) since implementing the tier advancement process in 2016. To understand the efficacy of the tier assessment process, data from a subset of this population (n=84) who underwent the advancement process was examined for success rate. Individual employees and their managers were surveyed to understand their perception of the advancement process and identify areas for improvement. We also describe implementation of multiple mechanisms of community engagement to manage expectations around the tier advancement process and to provide opportunities for employees to self-manage their career planning, including portfolio planning and leadership opportunities. RESULTS/ANTICIPATED RESULTS: Whereas the clinical research workforce has grown by 5.5% since tiering began (2016, n=810; 2018 n=857). Nearly 13% of that growth has been in managerial or senior positions (2016, n=111; 2018 n=127). Distributions across job classifications changed only slightly, representing realignment of positions with study-level responsibilities over department-level responsibilities. Notably, clinical research nurses (CRNC & CRNC Sr.) was the only category including tiered and non-tiered positions to drop overall numbers between 2016 (n = 136) and 2018 (n=115), representing a shift in the workforce from research nurses to research coordinators. General demographics (gender, age) remained largely the same. A total of 359 positions have been hired during this time frame, nearly half of which were entry-level positions (175/359): 47 of these positions represent expansion of the workforce. Of 359 new hires since 2016, 271 currently still work in one of the research roles. Of the 84 employees who underwent the tier advancement process, 84% (43/51) succeeded in tier 2 advancement, 70% (14/20) succeeded in tier 3 advancement (CRC, CRNC, and regulatory coordinators), and 77% (10/13) of research program leaders (RPLs) succeeded in achieving tier two, which is the highest tier for this group. Fifty-five employees (65%) and 32 managers responded to a voluntary feedback survey. Overall confidence in the process improved in both groups from 2016 to 2018, most notably with managers. Both groups indicated a 10 hour reduction (employees = 35hr, 2016 and 25hr 2018; managers 25hr, 2016 and 15hr 2018) in time required to complete the tier advancement process. DISCUSSION/SIGNIFICANCE OF IMPACT: The use of objectively-assessed competencies is an important step in the development of a workforce. By 1) maintaining alignment with industry standards for competencies, 2) upholding high standards, and 3) offering a consistent approach to career growth, Duke is working to develop and maintain a workforce that supports high quality research. Since the implementation of standardized job classifications and competency-based tier advancement, the positions have undergone rigorous competency-based needs evaluation. This leads to better matched jobs to study needs as well as increased standardization across the clinical research workforce. We believe that the subtle workforce shifts represent alignment of our positions with the business needs of our clinical research enterprise. Additionally, approximately 15% of our clinical research workforce has taken advantage of the opportunity to advance their own careers. We have made significant improvements in the following tier advancement processes: standardization of assessments, scoring guides, and modes; changes from LMS to a REDCap delivery of the knowledge assessments; streamlined the utilization of electronic documentation; and additional guidance for employees and managers regarding portfolio inclusions. These improvements have increased satisfaction and acceptance with the advancement process and were made possible through strategic communication across the workforce. Regular town hall meetings and focus group feedback sessions have included the clinical research community in discussions of WE-R initiatives and provided a much-needed feedback loop for process improvement and change management. Moreover, inclusion of WE-R discussion in our Research Professional Network events has provided opportunities to discuss career advancement strategies as well as volunteer opportunities to grow and demonstrate leadership competencies.

Every Woman Has a Story to Tell: Experiential Reflections on Leadership in Higher Education

This study explores and shares key professional development advice related to career paths, challenges faced, and lessons learned from senior women leaders at a public, urban, research university. Interviews were conducted as part the NASPA Alice Manicur Symposium, a national student affairs leadership development program for women. Findings identified two themes at the personal and institutional levels. Sub-themes included strategies for career advancement in higher education, such as accepting opportunities, being visible, understanding the business of higher education, and obtaining a terminal degree. Aspiring women should be ready to navigate institutional challenges, often outside of their control, such as bureaucracy and politics, budgetary constraints, forces impacting student affairs, and institutional change. Participants shared perspectives on addressing institutional change including assessing needs and affect, exploring perceptions of change, gaining buy-in, and leveraging the change. Because emerging women leaders in higher education are often overwhelmed and confused in the realm of career assessment, findings from this study address the problem. The needle can move for women in higher education leadership positions if women identify themselves as aspiring leaders, create time for career assessment reflection, and take action to implement strategies for advancement endorsed by successful senior women.

Careers development in construction firms: application of Sun Tzu's Art of War principles

PurposeCareer development involves how employees manage their career advancement. This study aims to investigate the relevance of Sun Tzu's Art of War to career development of construction professionals with the aim of suggesting strategies that may be adopted for career development.Design/methodology/approachThe data collection technique was in‐depth interviews with 32 subjects who are Singapore‐based construction professionals. The subjects were asked 13 open‐ended questions which were developed based on the Art of War.FindingsThe main findings on the effective career development strategies are: outperforming peers by developing deep job experience and delivering excellent performance; adopting a team member posture before moving on to a team leader stance; handling office politics and conflicts effectively; maintaining flexibility and manoeuvrability in one's career; networking; and acquiring foreknowledge.Research limitations/implicationsThe study is qualitative in nature, thus, the actual effectiveness of the recommendations for career development is not known. There may also be some more strategies undisclosed by interviewees as sharing them may cause them to lose their competitive advantage.Practical implicationsThe effective strategies for career development are found. Construction professionals may adopt some military strategies that may help them in their career development.Social implicationsThe relevance of military strategies to career development in construction firms suggests that career progression is akin to war, where winning is important and strategizing to win is necessary.Originality/valueIn this paper military strategies are mapped onto career development, and relevant career advancement strategies are identified.

Perceived career challenges and response strategies of women in the advanced technology sector

The objective of this study is to gain a better understanding of the perceived barriers to career advancement specific to women in the advanced technology sectors. Strategies employed in response to perceived barriers are also examined. Empirical results are based on analysis of qualitative data from a sample of 115 women members of Canadian Women in Technology. Personal-, firm- and industry-level barriers to career advancement were documented. The respondents attributed a high proportion of the challenges they encountered to gender. Respondents were most likely to resolve challenges through personal, or ‘do-it-yourself’, solutions. Few cited firm- or industry-related support structures. While mentoring was identified as a frequently used response strategy through which women address career challenges, the majority of firms in the advanced technology sector lack sufficient numbers of suitable women mentors. The lack of mentorship opportunities is particularly acute for women entrepreneurs. The findings are discussed from the context of contradictions between an industry need to attract and retain entrepreneurial talent and respondents’ perceived career barriers. Industry-level remedial strategies are advanced in the form of: a women's mentoring programme; case studies about successful women entrepreneurs and a website to inform women about career advancement strategies. The programmes were designed by the research team to respond to the challenges cited by women and were implemented in cooperation with the trade association as a critical component of an on-going applied research programme.

The Resilient nurse: empowering your practice

This book is of value to nurses at all levels of their career.--Critical Care Nurse This is a very practical and easy to read book with many strategies to help new nurses adapt to the stressors of the workplace. It is filled with thought-provoking stories and activities that can foster confidence in tackling workplace issues as well as self-care activities to enhance wholeness and wellbeing. Some suggested strategies for successful outcomes include finding a good mentor, relaxation techniques, using humor, self-reflection, and exercising. There is something in this book for everyone. Score: 96, 4 stars. --Doody's Medical Reviews This essential resource is for nursing and allied health students across the globe who are undertaking-or are about to undertake-their internship and initial work experience. This reference identifies practical strategies for career advancement and for overcoming stressors and challenges in the workplace. With the tools from this book, readers will be able to gain the strength and tactics to break the cycles of hostility and workplace negativity, and thereby change the health system and provide better care for their clients.Key Features: Presents primary narratives and resilience strategies Provides creative resolutions for coping with complex clients, grief, inter-professional tensions, and more difficult issues Contains reader activities that encourage students to become agents of change Highlights resilience strategies; key coping mechanisms; lessons learned; discussion questions; creative thinking exercises; and teacher-related activities

Contemporary Cleopatras: the business ethics of female Egyptian managers

Purpose – The purpose of this paper is to explore gender differences in ethical attitudes along two dimensions: perceived ethical strategies for career advancement, or upward‐influence ethics; and perceived ethical roles of business in society and the natural environment, or business social and environmental responsibility.Design/methodology/approach – Employing a variance decomposition procedure, the paper identifies substantive differences in the ethical perceptions of Egyptian male and female managers.Findings – Female managers find more covert upward‐influence strategies – strategies that are less aboveboard and transparent – acceptable and eschew overt upward‐influence tactics – strategies that are aboveboard and transparent. Female managers also envision a larger role for business in society, particularly in terms of social responsibilities than do male managers.Research limitations/implications – The study is exploratory, employing a small sample in a single country.Originality/value – The findings...

Career Advancement: Ten Negotiation Strategies for Women in Higher Education

Women in the United States (US) are a vital part of the workforce and the economy. They represent50.7 percent of the population and 49.8 percent of payroll employment in the US workforce. Womenalso outpace men in the number of college degrees conferred annually. However, women hold fewerboard seats and executive level positions than men in American corporations and higher educationinstitutions. Additionally, census data indicates that women earn approximately 77 cents on every dollarearned by men. Although the "glass ceiling" is getting lower, it is essential that women developsuccessful negotiation strategies for career advancement. This paper provides an overview of womenin the US workforce and higher education, ten negotiation strategies for career advancement, andrecommendations to increase the number of women leaders in higher education.

Preparing new librarians for career and organisational impact

PurposeThe purpose of this case study is to report on the activities and outcomes of a facilitated group of new librarians in one Australian university. The aims of the librarians are to increase professional networking, to promote career development, to enhance job satisfaction and retention of motivated staff, to grow participants' sense of responsibility for organisational progress, and to develop willingness to take initiative in presenting good ideas for service improvement.Design/methodology/approachThe primary author was the initiator of, and facilitator for, the New Professionals' Group and was able to influence approaches taken. A variety of learning experiences were utilised including an action learning project. Monthly meetings were held face‐to‐face and an online group was used as an additional communication avenue. The progress of the group was monitored by facilitator observation, by a participant survey after several months of operation, and by feedback and analysis after one year.FindingsParticipation in the New Professionals' Group had positive impact on networking activity, career advancement, contribution to the organisation and job satisfaction. No significant impact on staff retention was established.Research limitations/implicationsSelf‐report was the only means of identifying the level of influence coming from participation in the group as compared with the impact of prior capabilities and attitudes.Originality/valueInduction and socialisation of new employees commonly covers organisational structure, policies and procedures as well as job‐specific training. An emphasis on career advancement strategies and being a positive and effective voice for organisational improvement are distinctive in the reported work.

Advancing women’s careers: what can we learn from co‐principals’ stories?

This article draws on longitudinal research into the establishment of co‐principalships. It discusses this innovative approach to school management in relation to women’s negotiations of their motivations, aspirations and strategies for career advancement and work/life balance. Longitudinal case studies of three primary school co‐principal initiatives were carried out between 1995 and 2000. Repeat interviews and observations with co‐principals, board chairpersons and school staff were conducted. Interviews were also undertaken with parents; students; and representatives of state education agencies, national governing boards, principals’ associations and teacher unions, alongside analysis of school and state policy documents. The resulting case study narratives described how each co‐principalship was initiated and either established or dis‐established. A discourse analysis of these narratives then examined how links between discourse, knowledge and power were being negotiated and challenged, as the new subject position of “co‐principal” was being constructed in New Zealand. This article analyses the significance of the similarities and differences in the women’s career backgrounds, motivations and strategies for moving into management positions. As they initiated their co‐principalships, the women variously went “against the grain” and/or co‐opted elements of the new public management corporate executive model for school leadership, which was introduced within the radical state restructuring during the late 1980s and early 90s in New Zealand.

Market returns to agribusiness skills and competencies

Survey responses were used to develop career skill portfolios for a sample of former agriculture students. Cluster analysis identified three distinct career profiles differentiated by the relative need for communication skills; interpersonal skills; computer, quantitative, and management information; business and economics skills; and technical skills. Statistical tests supported the hypothesis that distinct skill and competency portfolios obtain differential values in labor markets. Results suggested that career advancement strategies should emphasize communication and interpersonal skills and that these skills be developed early in an employee's career.

Faculty Career Strategies Preferred by University Administrators and Faculty

Research is needed in a variety of organizations to identify similarities between super visors and subordinates concerning characteristics and behaviors important for subor dinate career advancement. The present research examined the match between university administrator and faculty perceptions regarding the importance of job performance related, power/political, and neutral faculty career advancement strategies. As hypoth esized, no differences were found on job performance or neutral faculty characteristics and behaviors. Differences were found in nearly half of the power/political behaviors and characteristics. The results are discussed in light of functional and dysfunctional uses of political activity within organizations.