International Journal of Career Management

Yehuda Baruch; Ronnie Lessem

1995 International Journal of Career Management

doi: 10.1108/09556219510098055

Job analysis is frequently used in human resource management. It has proved to be a useful tool for working with rank and file personnel. However, in the new, developing and everchanging business environment, and for managerial positions, other methods could be adapted. Suggests a different concept for such areas based on the idea that managerial roles can be analysed in terms of managerial styles or types. The spectral management theory is such an approach. Presents three case studies; in the first two a traditional job analysis was performed successfully whereas the third case exemplifies the new approach and its outcomes for managerial development and effective performance.

Jon‐Chao Hong; Sung‐De Yang; Li‐Jung Wang; En‐Fu Chiou; Fan‐Yin Su; sui‐Lan Huang

1995 International Journal of Career Management

doi: 10.1108/09556219510098064

Everyone works in expectation of some rewards, and welfare is one of them. In order to understand the impact of employee benefits on employees′ work‐motivation and productivity, questionnaires were sent to corporations which had undertaken employee benefit programmes. Some of the significant results of this study are: employee benefit programmes have greater impact on work‐motivation than on productivity; monetary benefit programmes are most highly valued by both executives and workers; there is a cognitive gap between management and worker on the importance of employee benefit programmes; different genders have different benefit demands; unmarried employees, more than married employees, perceive that employee benefits have a greater impact on job performance. Employees with different education levels and positions perceive different employee benefit impacts; and employee benefit programmes have greater influence on younger employees′ job performance.

Brian Bloch

1995 International Journal of Career Management

doi: 10.1108/09556219510098073

Illustrates the rising significance of foreign‐language training with respect to employment opportunities in commerce and industry. Draws on a wide‐ranging and diverse base of literature in order to indicate the value of learning a foreign language, the manner in which such training can be utilized and several other fundamental considerations relating to language and employment. Issues analysed include: the linkage of linguistic with other skills, which students are likely to benefit the most from language training, the impact of various levels of proficiency, language for business as opposed to general language training and the cultural element in terms of career prospects. Makes objective and subjective evaluations as to the significance of these various issues with the aim of assisting students, employees and educational institutions in assessing the benefits and costs, advantages and shortcomings of different types and levels of language education.

Ikhlas A. Abdalla

1995 International Journal of Career Management

doi: 10.1108/09556219510098082

Explores the direct effects of internal orientation, self‐esteem, instrumentality, expressiveness and the interactive effects of internality, instrumentality and self‐esteem on the variance of career decision‐making self‐efficacy expectation. A set of questionnaires was administered to a group of Kuwaiti college students (Bachelor of Business Administration programme) which consisted of 84 men and 150 women. Results indicated that among men and women instrumental attributes had a considerably stronger positive relationship with career decision making self‐efficacy than the other independent variables and that while the interactive effect of internality and instrumentality on career decision making was significant, the interactions of internality and self‐esteem and instrumentality and self‐esteem were not. Discusses results and implications in the context of Arab sociopolitics.