An examination of the relationship between managerial career orientations and their career path preferences

Abstract Purpose – This paper aims to develop an understanding and knowledge of the relationship between career anchor/orientations of small third sector social enterprise managers and their career path preferences.... [ view full abstract ]

Abstract

Purpose – This paper aims to develop an understanding and knowledge of the relationship between career anchor/orientations of small third sector social enterprise managers and their career path preferences. Schein (1978, 1990) suggests that the career path of an individual is anchored to the job description in the organisation and the organisational norms and also anchored to the personal needs, motives and values of the individual. Schein (1978, 1990) anchor/orientations model provides a useful framework for identifying social enterprise managers’ career anchor/orientations and how their dominant career anchor/orientations influence their career path preferences.

Schein’s (1978, 1990) empirical evidence suggests that when individuals achieve congruence between their career anchor/orientations and work environment, they are more likely to achieve positive organisational outcomes, which may include organisational commitment and intention to stay. On the other hand, incongruence can lead to job dissatisfaction, role conflict, reduce organisational commitment and result in an intention to leave the organisation.

Organisations need to understand and recognise each individual manager’s career needs, motives and values (Schein and Van Maanen, 2016) so that they can develop appropriate career paths (whenever possible) to match managerial career path preferences.

This paper will address the research question of, what are the dominant career anchor/orientations of managers?  What are their career path preferences? Is there are relationship between their dominant career anchor/orientations and career paths preferences?

Design/methodology/approach

The study adopted a mixed method approach (survey and semi-structured interviews were employed). Each manager completed a two part survey. The first part of the survey (containing 24 career anchor/orientations statements) which were adopted and modified from Schein’s (1978, 1990) career anchor/orientations survey. The second part of the survey (containing nine career path statements) were adopted and modified from existing career paths literature (Petroni, 2000; Vos, Dewettinck and Buyens, 2008).

 The semi-structured interviews (Bryman, 2015) provided an opportunity for an in-depth understanding of the managers’ responses in relation to their reasoning for their rankings  of  career anchor/orientations and career path statements. By this approach, the researcher is using quantitative data and the explanatory power of qualitative data (Creswell, 2013) to provide an original contribution to knowledge and understanding of the relationship between the dominant career anchor/orientations and career path preferences of managers. 

Findings     

The research found a statistically significant association between the technical, security/stability, challenge, lifestyle, and service/dedication career anchor/orientations and the horizontal career path. A significant association between the security career anchor/orientation and the cross-functional career path.  General management, autonomy and entrepreneurial career anchor/orientations  were found to be significantly associated with the vertical career path. Overall, the findings show that managers’ career path preferences are influenced by the individual's career anchor/orientations and contextual third sector factors.  

Originality

The research has contributed to the literature by examining the relationship between managerial career path preferences and their dominant career anchor/orientations. Organisations needs to be aware of the positive outcomes that could be achieved when there is a match between manager’s career anchor/orientations and career path preferences. Due to the scarcity of empirical studies examining careers of social enterprise managers, the research findings have wider relevance and applicability, particularly in  small social enterprises in other countries (Maher, 2015, 2016). It also makes an important contribution to the field of Human Resources Management in organisations.

Keywords: careers, career anchor/orientations, career paths, managers, social enterprises, Schein,  HRM, third sector

References

Bryman, A. (2015). Social research methods. Oxford university press.

Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.

Maher, C, (2009) Managing Career Development in the Not for Profit Sector. Business Leadership Review, Vol 6, issue 4.

Maher, C. (2015). Social enterprise manager's career path preferences. International Journal of Globalisation and Small Business, 7(1), 59-72.

Maher, C. (2016) ‘Career anchors of social enterprise managers in the UK – an empirical analysis’, J. International Business and Entrepreneurship Development, Vol. 9, No. 4,pp.398–416.

Petroni, A (2000) Career route preferences ofdesign engineers: an empirical research. Career Development International, Vol.5, No.6. pp. 288 – 294.

 Schein, E. H. (1978) Career Dynamics: Matching Individual and Organisational Needs, Addison-Wesley, Reading, MA 

Schein, E. H. (1990). Career anchors and job/role planning: the links between career pathing and career development.

Schein, E. H., & Van Maanen, J. (2016). Career anchors and job/role planning: Tools for career and talent management. Organizational Dynamics.

Vos, A., Dewettinck, K., Buyens, D. (2008),To move or not to move: The relationship between career management andpreferred career move. Employee Relations Vol. 30, No. 2, pp. 156 - 175.