uncertainty (Briscoe, Henagan, Burton & Murphy, 2012), apparent in many developed countries post-GFC. Associated with the dominant discourse of the of career’ and the evolution of ‘death new deals in employment (Adamson, Doherty & Viney, 1998), in the past two decades these new careers have been variously conceptualised and labelled as (Arthur, ‘boundaryless’ 1994), (Hall,1996), (Leach & Chakiris, 1998), (Pepeirl ‘protean’ ‘free-form’ ‘post-corporate’ & Baruch, 1997), and (Baruch, 2004). Whilst distinctive in emphasis, ‘multi-directional’ these conceptualisations offer variations on a theme whereby the new career is contrasted with the career associated with structured and status-oriented career progression ‘traditional’ and have dominated the recent literature on career attitudes (see Clarke, 2009). These new career types necessitate the adoption and development of commensurate orientations by workers. For instance, a protean career orientation is concerned with self-invention, autonomy and self-direction (Hall, 2002). It is characterised by a driven’ approach ‘values (Briscoe & Hall, 2006) where internal principles and attitudes motivate and guide career decisions, rather than extrinsic factors such as pay. The degree to which an individual internalises such an approach to career management reflects the extent to which they possess a protean career orientation (see Segers et al., 2008) and, consequently, how adept they are likely to be at navigating the new context of careers. The notion of the boundaryless career is associated with both mobility’ (Sullivan & Arthur, 2006), across organisations, ‘physical occupations, and geography, and a mindset’, described by Briscoe, Hall & ‘boundaryless DeMuth (2006) as individual capacity for and pursuing work-related relationships “initiating across organizational boundaries” (p. 31). This dimension focuses on the degree to which individuals can manage psychological boundaries such as work/life balance and advance their perceived marketability.
uncertainty (Briscoe, Henagan, Burton & Murphy, 2012), apparent in many developed countries post-GFC. Associated with the dominant discourse of the ‘death of career’ and the evolution of new deals in employment (Adamson, Doherty & Viney, 1998), in the past two decades these new careers have been variously conceptualised and labelled as ‘boundaryless’ (Arthur, 1994), ‘protean’ (Hall,1996), ‘free-form’ (Leach & Chakiris, 1998), ‘post-corporate’ (Pepeirl & Baruch, 1997), and ‘multi-directional’ (Baruch, 2004). Whilst distinctive in emphasis, these conceptualisations offer variations on a theme whereby the new career is contrasted with the ‘traditional’ career associated with structured and status-oriented career progression and have dominated the recent literature on career attitudes (see Clarke, 2009). These new career types necessitate the adoption and development of commensurate orientations by workers. For instance, a protean career orientation is concerned with self-invention, autonomy and self-direction (Hall, 2002). It is characterised by a ‘values driven’ approach (Briscoe & Hall, 2006) where internal principles and attitudes motivate and guide career decisions, rather than extrinsic factors such as pay. The degree to which an individual internalises such an approach to career management reflects the extent to which they possess a protean career orientation (see Segers et al., 2008) and, consequently, how adept they are likely to be at navigating the new context of careers. The notion of the boundaryless career is associated with both ‘physical mobility’ (Sullivan & Arthur, 2006), across organisations, occupations, and geography, and a ‘boundaryless mindset’, described by Briscoe, Hall & DeMuth (2006) as individual capacity for “initiating and pursuing work-related relationships across organizational boundaries” (p. 31). This dimension focuses on the degree to which individuals can manage psychological boundaries such as work/life balance and advance their perceived marketability.
Career%20Attitudes%20among%20Business%20Undergraduates%20-%20Jackson%20%26%20Wilton.docx