Careers In and Out of Organizations

Douglas T. Hall: Tim is the director of the Executive Development Roundtable and the Morton H. and Charlotte Friedman Professor of Management in the School of Management at Boston University. He is also faculty director of the MBA program. He has served as acting dean and asso-ciate dean of faculty development and faculty director for the master's pro-grams at the School of Management. He received his graduate degrees from the Sloan School of Management at MIT. He has held faculty positions at Yale, York, Michigan State, and Northwestern universities and visiting posi-tions at Columbia, Minnesota, and the U.S. Military Academy at West Point. Tim's books include Careers In and Out of Organizations, The Career Is Dead-Long Live the Career: A Relational Approach to Careers, Careers in Organizations, Organizational Climates and Careers, The Two-Career Couple, Experiences in Management and Organizational Behavior, Career Develop-ment in Organizations, Human Resource Management: Strategy Design and Implementation, and Handbook of Career Theory. He is a recipient of the American Psychological Association's James McKeen Cattell Award (now called the Ghiselli Award) for research design, the American Society for Training and Development's Walter Storey Professional Practice Award, and the Academy of Management's Everett C. Hughes Award for Career Research. He is a fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Academy of Management, where he served as a member of the Board of Governors and as president of the Organizational Behavior Division and co-founder and president of the Careers Division. Tim is married to Marcy Crary, and he has three children and five grandchildren.

Introduction to the Series Preface Acknowledgments PART I: CONTEMPORARY CAREERS 1. The Study of Careers The Changing Context of Careers Why Study Careers? What Is a Career? A Working Definition of Career Why Are Careers Important? Conclusion 2. The Protean Career Contract The Nature of a Psychological Contract The Nature of the New Contract Stages of Adaptation: Three Types of Companies Continuous Learning via Psychological Success Implications for Organizational Career Management Questions for Further Research Conclusion PART II. ELEMENTS OF THE CAREER 3. Career Choice and Decision Making Eras of Career Research Matching People and Occupations Process Models: How Are Career Choices Made? How People Choose Organizations Conclusion 4. Life, Career, and Learning Stages Are Career and Life Stages Still Relevant Today? Life Stages Schein's Model of the Organizational Career The Early Career Years: Becoming Established Midlife and Midcareer: Maintenance and Reexamination A New Stage Model for the Middle and Later Career Years and Beyond: Learning Cycles Later Career and Adjustment Into Retirement Summary of Developmental Needs in Early, Middle, and Late Career Research Issues Conclusion 5. Predicting Career Effectiveness: Performance What Is Career Effectiveness? Understanding How the Process of the Career Affects Performance Research Issues Conclusion 6. The Protean Career Identity and Attitudes Career Identity Career Attitudes Conclusion 7. Career Adaptability - R.F. Morrison & D.T. Hall Why Adaptability Is Critical to Contemporary Career Development Observing the Experience of Adaptability A General Model of Adaptability An Integrated Model of Adaptability Questions for Future Research Conclusion 8. Managing Protean Career and Life Roles Early Work: Interrole Analysis and Dual-Career Couples Protean Careers and Dual-Career Relationships Conclusion Appendix PART III: IMPLEMENTING CAREER CONCEPTS 9. Reflection: Self-Development for the Growth of Identity and Adaptability What is Reflection? Reflection: Stereotype Versus Reality How a CEO Reflects Relfection in the Heat of Battle Identity Growth Through Self-Reflection Steps for Leveraging Learning Through Reflection and Questions for Research Appendix 10. Toward More Strategic and Self-Directed Careers The Business Need for a Career Development Plan A Strategic Framework for Career Development Priorities and Recommendations: Seven Steps to Growth for Career Practice and Research Steps for Guiding the Protean Careerist: Questions for Career Self-Reflection or a Career Discussion 11. Looking Back at Careers in Organizations and Looking Ahead: Toward More Spiritual Careers Looking Back at Careers in Organizations: Then and Now and Beyond Conclusion References Index About the Author