Joy A. Schneer

Effects of Alternate Family Structures on Managerial Career Paths

The number of “traditional” families, those with an employed father and a not-employed mother, has been decreasing. This article presents an expanded typology of family structure that includes spou...

The promised path:a longitudinal study of managerial careers

The career path once promised to good managers was an uninterrupted, upward climb on a corporate ladder. When environmental forces caused organizations to downsize and restructure, the promise was broken. A protean path emerged, one that was self‐directed rather than company‐directed, and involved changes in employment. The study assesses whether managers have achieved the promised path and whether demographic and career factors differ for those on promised versus protean paths. Longitudinal data from MBAs surveyed three times over a 13‐year period demonstrated that the promised career path still exists for one‐third of the MBAs. Managers on promised paths were somewhat older and worked in larger companies. However, they did not have greater income, managerial level, career satisfaction, company loyalty, or job security than those on protean paths. Women followed both paths but career advancement was more accessible on protean paths. This study makes a unique contribution as the longitudinal data, controlled educational background, and controlled time period enhance understanding of managerial career paths.

Managerial Life Without a Wife: Family Structure and Managerial Career Success

The model of the successful manager was based on the 1950s family. Thus career demands assumed the presence of a spouse at home to handle family responsibilities. This study seeks to determine whether women and men in alternate family structures will be able to succeed in managerial careers. Data were analyzed from two MBA alumni cohorts: one older cohort with three waves of data collected over a thirteen-year period and a second younger cohort with data collected in the most recent wave. A typology of family structure was utilized to categorize the managers into one of twelve family structures based on marital status, parental status, and spousal employment status. The post-traditional family where both parents are employed was found to be most prevalent for both men and women. A small percent of the MBAs were in the traditional family where the father is employed and the mother is not employed. Family structure in early career appears to be stable over the thirteen-year study period. Analyses reveal that for men, those in traditional families are most rewarded in their careers in terms of income and salary progression. Women had no family structure that achieved career success comparable to traditional family men. Despite increased acknowledgement of the varied family structures of managers and the adoption of family friendly policies by companies, rewards are not distributed equally. This has implications for managers, organizations, and society.

The Long-Term Negative Impacts of Managerial Career Interruptions A Longitudinal Study of Men and Women MBAs

As downsizing continues to be part of corporate life, this study seeks to determine the long-term impact of career interruptions on income and career satisfaction. Longitudinal data were collected from men and women MBAs who were surveyed three times over a 13-year period. Traditionally, the model of a successful managerial career involved a steady climb up a corporate ladder, and interruptions resulted in penalties. As employment gaps have become fairly commonfor managers, the negative career stigma may be diminishing. However, the findings from the study suggest that the penalties persist. MBAswith career interruptions earned less than those continuously employed, even 25 years after the interruption. Career interruptions were detrimental to career satisfaction only for men. The findings have implications for managers and organizations.

Pathways to retirement: A career stage analysis of retirement age expectations

In western economies with aging populations, organizations are increasingly challenged to understand and manage employees’ retirement expectations. At the same time, employees’ relationships to retirement decisions and the age at which they expect to retire are likely to change as their careers unfold. This article seeks to inform the careers and management literatures on factors contributing to retirement intentions at different career stages. Using a sample of mid- and late career professionals with MBAs, we find that mid-career professionals expect to retire three years earlier than those in late career (age 62 versus age 65.) Work centrality is associated with intentions to retire later, while positive retirement attitudes and higher income are associated with intentions to retire earlier. Furthermore, the expected retirement age is more sensitive to income at mid-career (than at late career) and is more sensitive to work centrality at late career (than at mid-career). We discuss implications for careers research and for human resource management practice.

Enabling the new careers of the 21st century

The new careers of the 21st century are turbulent compared to the ideal corporate climb of the 1950s. Owing to the greater presence of women in the workforce, diminished job security, and increased focus on psychological aspects of success, many workers have moved onto non-traditional career paths. The new careers involve changing organizations, lateral rather than vertical moves, and often include interruptions in employment. The expectation is that employees will manage their own careers, choosing to work for companies that provide opportunities to meet their objectives. Organizations need to embrace the realities of 21st century careers and recognize the importance of programs and policies that enable the careers of their employees. Career-enabling programs address time-control issues (e.g., part-time options, job sharing, flextime, telecommuting, and leaves) as well as knowledge and skill development (e.g., training, job rotation, tuition remission, mentoring). Such programs help employees meet both career and life goals and will promote the long-term success of the organization.

Involuntary turnover and its psychological consequences: A theoretical model

Abstract Involuntary turnover (ITO) is an important area of research as mergers, strong competition, low productivity, and rapid technological change lead to high levels of company restructuring. Despite increasing visibility of the phenomenon, there is a lack of theoretical and empirical research on ITO. This article integrates the past research on ITO and develops a model of the impact of ITO on the job loser. Involuntary turnover is hypothesized to have a negative impact on self-esteem, well-being, and outlook on life. Self-blame, financial and psychological investment in work, social support, and the unemployment rate are hypothesized to moderate these relationships. The model has implications for both the academic and business spheres. It provides guidance for future research and suggests organizational interventions to minimize the debilitating effects of involuntary turnover.

Time out of work: career costs for men and women US managers

Purpose – This study examines the impact of employment gaps on career success for men and women managers. Women have had concerns about their ability to achieve career success in managerial careers that had required uninterrupted commitment.Design/methodology/approach – The study analyzes mail survey data collected in early post‐MBA career from men and women MBAs. Two cohorts of alumni were sent surveys containing questions on career and demographic factors. Career success was assessed using an objective measure (yearly income) and a subjective measure (career satisfaction).Findings – MBAs with employment gaps earned less than those continuously employed for both the early and recent cohorts. This income penalty appears to be worse for men. Career satisfaction is not impacted by an employment gap for the recent cohort.Research limitations/implications – Since the sample is geographically limited, the findings may not apply to other regions of the US or other countries.Practical implications – There is sti...

Work-family conflict and synergy among Hispanics

Purpose – Hispanics represent a growing segment of the US population and workforce, yet there is a lack of empirical research on Hispanics in relation to work-family conflict and synergy. Drawing on work-family and job demands-resources theories, the authors model predictors (autonomy, schedule flexibility, social support, work hours) and outcomes (health and satisfaction) of work-family variables among Hispanics and non-Hispanic whites. The paper aims to discuss these issues. Design/methodology/approach – This quantitative study examined responses from respondents (n=2,988) of the 2008 National Study of the Changing Workforce using descriptive statistics, t-tests, ANOVAs, and structural equation models (SEM). The paper focusses primarily on Hispanics and also examined gender differences for Hispanics and non-Hispanic whites. Findings – Hispanic women reported the highest work-family conflict (work interfering with family (WIF) and family interfering with work (FIW)) and synergy (work-family synergy (WFS)...

Coping with Fear of and Exposure to Terrorism among Expatriates

This paper examines existing research on the impact of terrorism on expatriate coping strategies. We consider pre-assignment fear of terrorism, in-country coping strategies, and anxiety and posttraumatic stress disorder (PTSD) associated with repatriation. The extant research is small but growing. Our model for expatriate coping at the pre-departure, in-country, and repatriation stages includes strategies specific to each stage. Preparation using proactive coping, systematic desensitization, problem and emotion focused coping, social support, and virtual reality explorations are recommended. Selecting expatriate candidates who are well-adjusted, emotionally intelligent, and possessing good coping skills is essential for successful assignments in terror-prone regions.