We investigate what interfirm career mobility patterns would emerge if individuals are motivated by the job rewards they obtain as a function of their experience in organizations. We articulate two career strategies that individuals employ to navigate their early careers—commitment to a single employer and “job hopping” between different employers. Each strategy generates social capital (an individual's structure of social relations) but of a different kind. Embeddedness in the same organization over time develops a strong local identity and reputation within the firm. Boundary spanning through experience in different organizations creates opportunities for connecting people and ideas and for knowledge transfer between firms. We posit and present evidence that the choice between these two strategies is conditioned by social experience at the onset of one's career—the length of tenure with the first employer—which sorts individuals into “stayers” and “movers.” 相似文献
Objective: A number of training programs that seek to improve driving performance among older drivers are available accompanied by a growing interest in their effectiveness. The purpose of the present investigation was to examine the combined effect of (1) basic in-class training (BT); (2) on-road training with individualized feedback (OR); and (3) training on a driving simulator (S).
Methods: Using a randomized controlled trial study design, 78 older drivers were randomly assigned to one of 3 groups (BT, BT + OR, or BT + OR + S). All participants completed a pre- and postintervention on-road driving evaluation on a standardized route. The driving evaluations were recorded using video and Global Positioning System (GPS) equipment and were scored by a blind assessor.
Results: The results indicated a significant reduction of approximately 30% in overall number of driving errors/omissions among participants in the BT + OR and the BT + OR + S groups in comparison to participants in the BT group.
Conclusions: This study adds to the mounting evidence demonstrating the effectiveness of individualized driver training in improving safe driving among older adults. 相似文献
Despite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing. 相似文献