William Whitely

RELATIONSHIP OF CAREER MENTORING AND SOCIOECONOMIC ORIGIN TO MANAGERS' AND PROFESSIONALS' EARLY CAREER PROGRESS

This study examined the relationship of career mentoring to the promotions and compensation received by 404 early career managers and professionals working in a variety of organizations. The result...

Influence tactics and salary attainment: a gender-specific analysis

In this article the linkages between upward influence tactics and salary attainment were studied within the context of observed salary differences between men and women. The data for this field study were gathered from 212 male and 82 female business school graduates. Annual salary was regressed on a set of control variables and six dimensions of upward influence. Separate salary equations were estimated for men and women, and used to study sex-based salary differentials. The results indicated that even though there were few mean differences between men and women in terms of person-centered attributes, the characteristics of employing organizations, or the use of upward influence styles, women earned less than men. The set of upward influence tactics uniquely accounted for variation in salaries for both men and women, and there was evidence of gender specificity in the salarly allocation process. The usefulness of considering upward influence tactics when studying the salary allocation process is emphasized, particularly when the goal is to understand observed salary differences between men and women.

Social antecedents of the role stress and career-enhancing strategies of newcomers to organizations: A longitudinal study

Newcomers experience uncertainty and stress following entry into an organization. Two features of socialization are important for reducing their stress: socialization tactics and relations with superiors and co-workers. The present study tests a structural equation model, including, first, the effects over time of initial institutional socialization tactics and, second, the association between social relations at the workplace on newcomers’ role stress and career-enhancing strategies, two years later, among a large (N=661) international sample of job and organization stayers. Using LISREL 8.3 the results indicate a good fit between the model and data on several fit indices. Institutional socialization tactics had a significant association with newcomers’ relations with both their superiors and co-workers, and a significant negative association with their role conflict. Newcomers’ relations with superiors had a negative relationship with their role ambiguity, and a positive relationship with two kinds of career-enhancing strategies that they use to aid in their adaptation to their work situation. The relations of newcomers with co-workers were positively related to role conflict and negatively related to role ambiguity. Co-worker relations were also positively related to immediate career-enhancing strategies. Role conflict was positively related to immediate and negatively related to intermediate career-enhancing strategies, while role ambiguity was negatively related to intermediate career-enhancing strategies. The results are discussed in relation to their theoretical and practical importance.

The MBA as Careerist: An Analysis of Early-Career Job Change

This study examined the job changes of 680 early-career business school graduates. Although a number of anecdotal articles characterize MBAs as overly “careerist” and oriented toward job-hopping, little empirical research has focused on this issue. The research included a direct comparison of job-hopping behavior of MBAs with bachelor S degree graduates, taking into account a number of control variables, including demographic and economic variables. Results indicated that MBAs changed jobs less frequently than bachelor 5 degree graduates, even when a variety of other factors were controlled.

Managerial work behavior: an integration of results from two major approaches.

This study integrates results from two major approaches to studying managerial work, one focusing on work content, the other on work process. Clusters of managers having similar work behaviors were first identified in terms of each approach, and major differences among the manager clusters were described. The study next found a moderate convergence in the results of the two approaches. Clusters of managers having similar work content in their jobs were often associated with one or two clusters of work process characteristics. However, the differences between the two clusters of process characteristics associated with one content cluster were often very great. The implicating of these findings for the study of managerial work are discussed and future research directions proposed.

ArticlesThe MBA as careerist: An analysis of early-career job change

This study examined the job changes of 680 early-career business school graduates. Although a number of anecdotal articles characterize MBAs as overly “careerist” and oriented toward job-hopping, little empirical research has focused on this issue. The research included a direct comparison of job-hopping behavior of MBAs with bachelors degree graduates, taking into account a number of control variables, including demographic and economic variables. Results indicated that MBAs changed jobs less frequently than bachelors degree graduates, even when a variety of other factors were controlled.