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Redundant Executive Personality and the Job Change Experience

Redundant Executive Personality and the Job Change Experience Research undertaken to examine the relationship between personalityand careers is reported. A study of the personality characteristics of204 executives who had been made redundant compared 16PF profiles withthose of similar populations and it is argued that there areidentifiable characteristics amongst the redundant sample, which showthem to be more creative and unconventional, but that they also possessa lack of social skills and poor organisational survival abilities. Thissuggests it is both personality and social fit which aresignificant in suffering an enforced job change. Further research drewon the experiences of 299 executives who had been made redundant. Thisstudy explored their reactions to the job loss event and theirsubsequent learning from experience, in terms of psychologicalgrowth and the changing patterns of their careers. This suggestedthat there is a wide variation in the response to the enforced jobchange and that the personality factors associated with this type ofexecutive may strongly influence their subsequent career paths. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Redundant Executive Personality and the Job Change Experience

Personnel Review , Volume 20 (5): 8 – May 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0048-3486
DOI
10.1108/EUM0000000000796
Publisher site
See Article on Publisher Site

Abstract

Research undertaken to examine the relationship between personalityand careers is reported. A study of the personality characteristics of204 executives who had been made redundant compared 16PF profiles withthose of similar populations and it is argued that there areidentifiable characteristics amongst the redundant sample, which showthem to be more creative and unconventional, but that they also possessa lack of social skills and poor organisational survival abilities. Thissuggests it is both personality and social fit which aresignificant in suffering an enforced job change. Further research drewon the experiences of 299 executives who had been made redundant. Thisstudy explored their reactions to the job loss event and theirsubsequent learning from experience, in terms of psychologicalgrowth and the changing patterns of their careers. This suggestedthat there is a wide variation in the response to the enforced jobchange and that the personality factors associated with this type ofexecutive may strongly influence their subsequent career paths.

Journal

Personnel ReviewEmerald Publishing

Published: May 1, 1991

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