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A Values‐Based Approach to Facilitating Career Transitions
Author(s) -
Brown Duane
Publication year - 1995
Publication title -
the career development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.846
H-Index - 53
eISSN - 2161-0045
pISSN - 0889-4019
DOI - 10.1002/j.2161-0045.1995.tb00524.x
Subject(s) - supervisor , variance (accounting) , psychology , work (physics) , social psychology , applied psychology , business , political science , engineering , accounting , mechanical engineering , law
This article outlines a values‐based approach to facilitating career transitions. Values provide standards of behavior. People who are unable to engage in work that they deem important violate their standards of behavior and are likely to be dissatisfied with their jobs. Moreover, workers whose values are at variance with those of their supervisors are likely to have differing views of the relative importance of various aspects of the job. If a worker emphasizes aspects of the job that he or she views as important as opposed to those seen as important by the supervisor, low performance appraisals are likely. This may lead to planned or unplanned transitions because of termination. Career counselors can use the approach discussed in this article to facilitate both types of transitions.