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The present longitudinal field study investigated the antecedents and consequences of an actual career change. The framework for this study was Rhodes and Doering's (1983) model of career change. We examined the effect of individual and organisational characteristics on career change behaviour. The individual characteristics were: traits (Openness to Experience, Extraversion, Conscientiousness and general self-efficacy), demographic factors (age, gender, marital status, and children), human capital (education level and occupational tenure), job satisfaction, job search activity and intentions to leave; and organisational factors (job security and salary). The findings showed that a range of individual characteristics were associated with career change including, Openness to Experience, Extraversion, gender, age, educational level, and occupation tenure. However, job security was the only organisational factor related to career change. One year after career change, individuals reported higher job satisfaction, improved job security and a reduction in the number of hours worked. (Contains 4 tables.)

The aim of this research was to examine the antecedents of intent to change careers among psychologists. Specifically, the research examined the importance of the following predictor variables: a multi-dimensional model of career commitment (career planning, career resilience, and career identity), job satisfaction, and conscientiousness. A self-report questionnaire was used to obtain data from a sample of Australian psychologists (N = 437). The findings showed that career planning, career resilience, and job satisfaction were significant predictors of intent to change careers. Career identity and conscientiousness were not significant predictors. Theoretical and practical implications of the research were discussed. (Contains 2 tables and 2 notes.)

This research aimed to assess the underlying dimensionality of items commonly used to assess applicants' perceptions of job and organizational characteristics. First, exploratory factor analysis (EFA) was used to determine the number of underlying constructs in a job and organizational characteristics scale. The initial sample consisted of 450 applicants for graduate positions with an international bank. A five-factor structure was identified: (a) Challenging Work, (b) Coworkers, (c) Pay and Promotion Opportunities, (d) Reputation, and (e) Location. Confirmatory factor analysis (CFA) was used to confirm that the five-factor model was a good fit to the data. Preselection ratings were used for EFA and postselection ratings for CFA. The five-factor model was confirmed in two additional samples: graduate applicants for a national telecommunications company and applicants for a state police force. Multigroup CFA was used to assess the generalizability of the model across three groups of applicants. The five-factor model was consistent across the groups. (Contains 4 tables.)

Analysis of data from the Rothwell-Miller Interest Blank and two ability measures for 880 female and 2,566 male students revealed a weak to modest relationship between interests and abilities. Patterns were mostly as expected. The use of ability assessments as one of multiple domains for holistic self-understanding was recommended. (Contains 47 references.) (SK)

Examined the factor structure of the Multidimensional Aptitude Battery (MAB) (D. Jackson, 1984) and the overlap between the MAB and the Wechsler Adult Intelligence Scales-Revised (WAIS-R) using a sample of 85 adults. Results show conditions under which the MAB is a suitable alternative to the MAB. The MAB is not suitable when detailed information is required on specific abilities. (SLD)

Two studies (n=139, n=868) using alternate assessment instruments demonstrated that vocational interest was moderately related to personality type. Limited overlap among interests, personality, and ability suggests that assessment of each domain provides unique information important for career development. (SK)

This longitudinal field study examined the relationship between perceived person--job (PJ) and person-organization (PO) fit and organizational attraction, intentions to accept a job offer, and actual job offer decision. Data were collected from 193 graduate applicants prior to the selection process, during the selection process, at the end of the selection process, and after job acceptance decision. The findings showed support for the hypothesis that perceptions of PJ and PO fit influenced attraction at different stages of selection. The second hypothesis that the relationship between perceptions of PJ and PO fit and intentions to accept a job offer are mediated by organizational attraction was partially supported. Mid-selection, the relationship between PJ fit perceptions and intentions to accept a job offer was mediated by organizational attraction; in contrast, at the end of the selection process, there was a direct relationship between PJ fit perceptions and intentions. PO fit perceptions were unrelated to intentions to accept a job offer. PJ and PO fit perceptions (before and during the selection process) were unrelated to actual job acceptance decision. These findings highlight the importance of ensuring that applicants have sufficient information about the job during the recruitment and selection process., Person-environment (PE) fit theories propose that positive responses occur when individuals fit or match the environment. For example, PE fit theories of vocational choice propose that higher levels of satisfaction [...]

Bass's (1985) proposition that transformational leadership can be defined by distinct constructs (charisma, intellectual stimulation and individualized consideration) was tested. Using LISREL 8 confirmatory factor analysis, a three-factor first-order model (Model 1) was compared with a single-factor model (Model 2) and a hierarchical model (Model 3). The sample consisted of 1440 subordinates who worked in Australia for an international bank. The Multifactor Leadership Questionnaire (MLQ-SX; Avolio, Bass & Jung, 1995) was used to assess transformational leadership. The findings showed that a multidimensional first-order model and a hierarchical model both fitted the data. based on the evidence presented, it was argued that the MLQ assesses a single higher order construct of transformational leadership and that there is little evidence to support the contention that the MLQ measures distinct transformational leader behaviours., The concept of transformational leadership has generated considerable interest among practitioners and academics. Pivotal in the development of theories of transformational leadership has been the work of Bass (1985). He [...]

Theories of transformational leadership attempt to describe leadership behaviours which are associated with above average performance by subordinates. Kouzes' and Posner's (1987) visionary leadership describes five key transformational leadership behaviours which can be assessed by the Leadership Practices Inventory (LPI: Kouzes & Posner, 1988). This study examined the construct validity of the LPI by using confirmatory factor analysis to test three alternate conceptual models. The sample consisted of 1400 subordinates who worked for an international finance company. It was concluded that LPI assessed an over-arching higher order transformational leadership. The implications of the findings for management development programmes were discussed., Transformational leadership theories endeavour to explain how leaders motivate and commit subordinates to well-above-average organizational performance (e.g. Bass, 1985; Conger & Kanungo, 1988; Tichy & Devanna, 1986). It is argued [...]