Advancing Research on Career Sustainability
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| Title: | Advancing Research on Career Sustainability |
|---|---|
| Language: | English |
| Authors: | Jeffrey H. Greenhaus, Gerard A. Callanan (ORCID |
| Source: | Journal of Career Development. 2024 51(4):478-497. |
| Availability: | SAGE Publications. 2455 Teller Road, Thousand Oaks, CA 91320. Tel: 800-818-7243; Tel: 805-499-9774; Fax: 800-583-2665; e-mail: journals@sagepub.com; Web site: https://sagepub.com |
| Peer Reviewed: | Y |
| Page Count: | 20 |
| Publication Date: | 2024 |
| Document Type: | Journal Articles Reports - Descriptive |
| Descriptors: | Research, Career Development, Sustainability, Definitions, Measurement, Change, Counseling |
| DOI: | 10.1177/08948453241260871 |
| ISSN: | 0894-8453 1556-0856 |
| Abstract: | Interest in sustainable careers has grown substantially in recent decades as a host of external and personal forces has increasingly disrupted individuals' continued employment or diminished the quality of their experiences at work. However, there is a lack of consensus regarding the definition and measurement of career sustainability that limits our understanding of the career sustainability process. In this article, we propose a definition that we believe represents the essence of career sustainability and make recommendations regarding the assessment of the construct. We then present a research agenda that includes a framework to guide research on the career sustainability process and identifies areas where future research attention is warranted. We conclude with a discussion of the implications of the framework for counseling practice. |
| Abstractor: | As Provided |
| Entry Date: | 2024 |
| Accession Number: | EJ1428627 |
| Database: | ERIC |
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| FullText | Links: – Type: pdflink Url: https://content.ebscohost.com/cds/retrieve?content=AQICAHj0k_4E0hTGH8RJwT4gCJyBsGNe_WN95AvKlDbXJGqwxwG3-nxhXPp_nMxXKXTOO17uAAAA4zCB4AYJKoZIhvcNAQcGoIHSMIHPAgEAMIHJBgkqhkiG9w0BBwEwHgYJYIZIAWUDBAEuMBEEDEtqn771FRl9O-TKXgIBEICBm7VKiw6vlU8f7jU93UhtSDVe7AQOmiCsMFeotmIUpel6I7IGB8b1cETqRC5qbi1UEpw0HvotvbN6_OwRfxg7Cqn5ud4bw4ciEGEkQNRs31kLUBjzjSDFgrF6ti5rapYZOQrVaXddFD-4P-MN5OyuETOeGWB-LZn2kNThOH3NKxOKWEGgWPtNQqkeIF60w_LZKT_LlDkpclSEu8Wn Text: Availability: 1 Value: <anid>AN0177962648;[2yf6]01aug.24;2024Jun21.05:29;v2.2.500</anid> <title id="AN0177962648-1">Advancing Research on Career Sustainability </title> <p>Interest in sustainable careers has grown substantially in recent decades as a host of external and personal forces has increasingly disrupted individuals' continued employment or diminished the quality of their experiences at work. However, there is a lack of consensus regarding the definition and measurement of career sustainability that limits our understanding of the career sustainability process. In this article, we propose a definition that we believe represents the essence of career sustainability and make recommendations regarding the assessment of the construct. We then present a research agenda that includes a framework to guide research on the career sustainability process and identifies areas where future research attention is warranted. We conclude with a discussion of the implications of the framework for counseling practice.</p> <p>Keywords: sustainable career; career sustainability; career shock; career self-management</p> <p>The concept of sustainability, traditionally applied to the protection of the natural environment and the preservation of precious resources, is now widely reflected in three interconnected "pillars": the protection and renewal of the natural environment, the maintenance of equitable economic progress, and the achievement of social well-being ([<reflink idref="bib66" id="ref1">66</reflink>]). As an outgrowth of the concern for social well-being, sustainability has been applied to the study of careers. Interest in sustainable careers, broadly construed as providing individuals with long-term positive experiences ([<reflink idref="bib58" id="ref2">58</reflink>]), has grown substantially over the last two decades as a variety of forces have increasingly disrupted individuals' continued employment or have diminished their positive experiences at work.</p> <p>External forces that have intensified in the past several decades—increased economic turbulence, the shift toward shorter-term, transactional employer–employee relationships ([<reflink idref="bib10" id="ref3">10</reflink>]), the emergence of an impermanent gig economy and alternative work arrangements ([<reflink idref="bib55" id="ref4">55</reflink>]), the introduction of work-altering technologies such as artificial intelligence and robotics ([<reflink idref="bib1" id="ref5">1</reflink>]; [<reflink idref="bib85" id="ref6">85</reflink>]), and most recently the COVID-19 pandemic ([<reflink idref="bib3" id="ref7">3</reflink>]; [<reflink idref="bib71" id="ref8">71</reflink>])—have resulted in unemployment or underemployment, uncertainty about the future, and the need to undergo changes in employment that can threaten career sustainability ([<reflink idref="bib19" id="ref9">19</reflink>]).</p> <p>Moreover, prolonged life expectancy has resulted in a lengthier career to manage, perhaps as long as 50–60 or more years. As a career is extended in time, there is a greater likelihood that personal changes (e.g., deterioration of skills) and external forces (e.g., outsourcing of one's job) can jeopardize the continuity of positive experiences at work. In addition, a rapidly aging workforce has called attention to the need for older employees to maintain highly sustainable careers so they remain in the workforce for a longer period of time and allow employers to meet their staffing needs ([<reflink idref="bib30" id="ref10">30</reflink>]).</p> <p>Against this backdrop, a burgeoning literature on career sustainability has emerged, reflecting the urgency of understanding the process by which highly sustainable careers can develop in the turbulent contemporary work scene. In the past two decades, a handbook has been devoted to research on sustainable careers ([<reflink idref="bib29" id="ref11">29</reflink>]) and numerous articles have appeared in scholarly journals. Empirical research has shed light on a number of individual actions (e.g., job crafting) and organizational factors (e.g., HRM practices) that can potentially promote the sustainability of a career ([<reflink idref="bib13" id="ref12">13</reflink>]; [<reflink idref="bib20" id="ref13">20</reflink>]; [<reflink idref="bib38" id="ref14">38</reflink>]; [<reflink idref="bib54" id="ref15">54</reflink>]; [<reflink idref="bib81" id="ref16">81</reflink>]; [<reflink idref="bib84" id="ref17">84</reflink>]; [<reflink idref="bib91" id="ref18">91</reflink>]). Unfortunately, this literature is limited in three important respects.</p> <p>First, it has been hampered by an extraordinarily wide array of indicators of career sustainability. For example, whereas some studies of career sustainability have examined factors that contribute to continued employment, reemployment, or employability ([<reflink idref="bib48" id="ref19">48</reflink>]; [<reflink idref="bib73" id="ref20">73</reflink>]), others have investigated factors that enhance career advancement or attainment ([<reflink idref="bib13" id="ref21">13</reflink>]), career control ([<reflink idref="bib91" id="ref22">91</reflink>]), happy, healthful, and/or productive experiences at work ([<reflink idref="bib20" id="ref23">20</reflink>]; [<reflink idref="bib90" id="ref24">90</reflink>]), reflexivity and self-awareness ([<reflink idref="bib5" id="ref25">5</reflink>]), and the intention to leave one's current career track ([<reflink idref="bib12" id="ref26">12</reflink>]). The presence of such variation in the assessment of career sustainability reflects a deeper ambiguity surrounding the very meaning of the concept. Indeed, scholars have conceptualized career sustainability in considerably different ways, as we discuss shortly. It is difficult to build cumulative programs of research that guide further theory development, stimulate empirical research, and ultimately gain a more comprehensive understanding of the career sustainability process when studies conceptualize and measure career sustainability in widely dissimilar ways.</p> <p>Second, the extensive use of cross-sectional studies in the literature is inconsistent with the underlying meaning of career sustainability, which is essentially a dynamic concept that should be studied over time ([<reflink idref="bib31" id="ref27">31</reflink>]). Third, although many empirical studies test models of mediated and/or moderated relationships between antecedent factors and career sustainability, these models are generally narrow and rarely depict the process by which individuals maintain positive experiences over time when confronted with a change that threatens to disrupt these experiences. The use of cross-sectional designs, varied assessments of career sustainability, and examinations of narrow theoretical models severely limit the capacity of the literature to provide a comprehensive understanding of the career sustainability process.</p> <p>This article aims to advance research on career sustainability in three ways. First, we review the conceptualizations of career sustainability that have emerged in the literature and propose a definition that captures the crux of the construct. Second, we examine existing measures of career sustainability and offer guidelines for its valid assessment. Third, we provide an agenda for future research that includes a framework for examining the career sustainability process and presents research questions consistent with the framework. We conclude with a brief discussion of the implications of the framework for counseling process.</p> <hd id="AN0177962648-2">The Conceptualization of Career Sustainability</hd> <p>As Table 1 reveals, scholars have conceptualized the sustainability of a career in a variety of ways. Although these conceptualizations do not necessarily contradict each other, their emphasis on different career characteristics or experiences reflects a lack of consensus regarding the meaning of a sustainable career. The most cited definition was offered by [<reflink idref="bib89" id="ref28">89</reflink>], p. 7), who viewed a sustainable career as "the sequence of an individual's different career experiences reflected through a variety of patterns of continuity over time, crossing several social spaces, and characterized by individual agency, herewith providing meaning to the individual." Despite its popularity, this definition does not differ substantially from the definition of any career, whether sustainable or otherwise ([<reflink idref="bib30" id="ref29">30</reflink>]). Indeed, all careers are characterized by sequences or patterns of work-related behaviors and experiences over time ([<reflink idref="bib44" id="ref30">44</reflink>]; [<reflink idref="bib47" id="ref31">47</reflink>]), take place across multiple social spaces or contexts ([<reflink idref="bib6" id="ref32">6</reflink>]), and can be enacted with agentic career management behavior ([<reflink idref="bib28" id="ref33">28</reflink>]; [<reflink idref="bib44" id="ref34">44</reflink>]). Although [<reflink idref="bib89" id="ref35">89</reflink>] definition importantly calls attention to the relevance of person, context, and time to a sustainable career, it begs the question: "What are the essential qualities that distinguish between careers that are more sustainable versus less sustainable?"</p> <p>Graph</p> <p>Table 1. Conceptualizations of Career Sustainability.</p> <p> <ephtml> &lt;table&gt;&lt;thead valign="top"&gt;&lt;tr&gt;&lt;th align="left"&gt;Citation&lt;/th&gt;&lt;th align="center"&gt;Conceptualization&lt;/th&gt;&lt;/tr&gt;&lt;/thead&gt;&lt;tbody valign="top"&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr24"&gt;Chin et al. (2019&lt;/xref&gt;, p. 522)&lt;/td&gt;&lt;td align="left"&gt;"The four dimensions of career sustainability, resourceful, flexible, renewable and integrative interact with each other and collectively influence career sustainability."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr26"&gt;De Hauw and Greenhaus (2015&lt;/xref&gt;, p. 224)&lt;/td&gt;&lt;td align="left"&gt;A sustainable career is "... a career in which employees remain healthy, productive, happy and employable throughout its course and that fits into their broader life context."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr31"&gt;De Vos et al. (2020&lt;/xref&gt;, p. 4)&lt;/td&gt;&lt;td align="left"&gt;"In our framework we consider three groups of indicators of a sustainable career: &lt;italic&gt;health&lt;/italic&gt;, &lt;italic&gt;happiness&lt;/italic&gt;, and &lt;italic&gt;productivity&lt;/italic&gt;."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr35"&gt;Donald et al. (2020&lt;/xref&gt;, p. 91)&lt;/td&gt;&lt;td align="left"&gt;"At the individual micro-level, sustainability may refer to the notion of employability and life-long learning..."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr43"&gt;Greenhaus and Callanan (2022&lt;/xref&gt;, p. 6)&lt;/td&gt;&lt;td align="left"&gt;Career sustainability is "the extent to which a career enables an individual to be satisfied, healthy, and productive over the life course."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr49"&gt;Herman and Lewis (2012&lt;/xref&gt;, p. 768)&lt;/td&gt;&lt;td align="left"&gt;"... we consider sustainable careers, not just in terms of being able to continue in employment, but also to achieve career advancement commensurate with human capital..."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr50"&gt;Heslin et al. (2020&lt;/xref&gt;, p. 1)&lt;/td&gt;&lt;td align="left"&gt;"A sustainable career is one in which individuals enjoy at least a moderate degree of productivity, health, and happiness across their lifespan."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left" rowspan="2"&gt;&lt;xref ref-type="bibr" rid="bibr58"&gt;Kossek et al. (2014&lt;/xref&gt;, p. 309)&lt;/td&gt;&lt;td align="left"&gt;"Sustainable careers allow individuals to have positive career experiences over the long term in ways that promote organizational and individual effectiveness."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;"We define a sustainable career as providing: (1) security to meet economic needs; (2) fit with one's core career and life values; (3) flexible and capable of evolving to suit one's changing needs and interests; and (4) renewable so that individuals have regular opportunities for rejuvenation."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left" rowspan="2"&gt;&lt;xref ref-type="bibr" rid="bibr60"&gt;Lawrence et al. (2015&lt;/xref&gt;, p. 432)&lt;/td&gt;&lt;td align="left"&gt;"Sustainable careers (are) those focusing on individuals' continuing employability in jobs that facilitate their personal development over time..."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;"... we consider sustainable careers as including two components: employability and workability."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left" rowspan="2"&gt;&lt;xref ref-type="bibr" rid="bibr65"&gt;McDonald and Hite (2018&lt;/xref&gt;, pp. 350&amp;#8211;359)&lt;/td&gt;&lt;td align="left"&gt;A sustainable career is "... defined as the variety of paid and unpaid work experiences that provide continual growth and renewal and that intersect multiple life contexts resulting in meaning and well-being for individuals over time."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;Four "essential" elements of sustainable careers: (1) longevity, (2) resilience, (3) interdependency, and (4) social justice (Table 1)&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr69"&gt;Newman (2011&lt;/xref&gt;, p. 138)&lt;/td&gt;&lt;td align="left"&gt;"Sustainable careers incorporate three elements: the need for renewability that supports longer working lives and life balance; the need for flexibility and adaptability that create resiliency throughout the career; and the need for integration and ego integrity in later stages."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr70"&gt;Pak et al. (2021&lt;/xref&gt;, p. 516)&lt;/td&gt;&lt;td align="left"&gt;"... we consider a sequence of career experiences to be sustainable when indicators of sustainable careers (ability, motivation, and opportunity to work) are maintained or positively impacted over the course of the career."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr74"&gt;Richardson and Kelliher (2015&lt;/xref&gt;, p. 117)&lt;/td&gt;&lt;td align="left"&gt;"...career sustainability is understood as conferring a sense of not just being employed, but also maintaining employability by accessing opportunities for career and personal development."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr86"&gt;Udayar et al. (2021&lt;/xref&gt;, p. 3)&lt;/td&gt;&lt;td align="left"&gt;"A career is considered sustainable when, despite having faced adverse life events or disruptions, people experience continuity and meaning in their career paths, thus maintaining their health, happiness, and productivity in both the short and long run."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr88"&gt;Valcour (2015&lt;/xref&gt;, p. 22)&lt;/td&gt;&lt;td align="left"&gt;"...a sustainable career is characterized by four primary attributes: (1) alignment of work with the individual's strengths, interests and values; (2) ongoing learning and renewal; (3) security via employability; and (4) work-life fit over the life course."&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&lt;xref ref-type="bibr" rid="bibr89"&gt;Van der Heijden and De Vos (2015&lt;/xref&gt;, p. 7)&lt;/td&gt;&lt;td align="left"&gt;"...the sequence of an individual's different career experiences reflected through a variety of patterns of continuity over time, crossing several social spaces, and characterized by individual agency, herewith providing meaning to the individual."&lt;/td&gt;&lt;/tr&gt;&lt;/tbody&gt;&lt;/table&gt; </ephtml> </p> <p>Other conceptualizations in the literature reflect two dominant themes. First, most conceptualizations incorporate some notion of positive work experiences as being critical to a sustainable career. For example, many scholars include employment or employability as a component of their conceptualization of a sustainable career ([<reflink idref="bib26" id="ref36">26</reflink>]; [<reflink idref="bib35" id="ref37">35</reflink>]; [<reflink idref="bib49" id="ref38">49</reflink>]; [<reflink idref="bib60" id="ref39">60</reflink>]; [<reflink idref="bib70" id="ref40">70</reflink>]; [<reflink idref="bib74" id="ref41">74</reflink>]; [<reflink idref="bib88" id="ref42">88</reflink>]). However, although employment or employability might be thought of as a positive experience (it is generally better to be employed than not be employed), neither having a job (employment) nor possessing the capacity to remain employed (employability) necessarily captures the quality of an individual's work experiences. Indeed, employed individuals may remain in jobs with which they are dissatisfied due to situational constraints and economic necessity ([<reflink idref="bib53" id="ref43">53</reflink>]; [<reflink idref="bib80" id="ref44">80</reflink>]).</p> <p>Many conceptualizations include more specific positive work experiences that are thought to be central to the meaning of a sustainable career. The most widely cited set of positive work experiences was offered by [<reflink idref="bib31" id="ref45">31</reflink>], who identified three "indicators" of a sustainable career: happiness, health, and productivity. They viewed individuals' happiness as feeling successful or satisfied in their career, health as their physical and mental well-being due to strong fit between their career and their capacities, and productivity as their job performance (in-role and extra-role) and employability. Attesting to its popularity, several researchers have incorporated some version of [<reflink idref="bib31" id="ref46">31</reflink>] indicators into their definitions of career sustainability ([<reflink idref="bib26" id="ref47">26</reflink>]; [<reflink idref="bib43" id="ref48">43</reflink>]; [<reflink idref="bib50" id="ref49">50</reflink>]).</p> <p>Other scholars have emphasized somewhat different positive work experiences in their characterizations of sustainable careers, including the experience of meaning in one's career ([<reflink idref="bib65" id="ref50">65</reflink>]; [<reflink idref="bib69" id="ref51">69</reflink>]; [<reflink idref="bib89" id="ref52">89</reflink>]), personal growth and development ([<reflink idref="bib60" id="ref53">60</reflink>]; [<reflink idref="bib65" id="ref54">65</reflink>]; [<reflink idref="bib74" id="ref55">74</reflink>]), career advancement or development ([<reflink idref="bib49" id="ref56">49</reflink>]; [<reflink idref="bib74" id="ref57">74</reflink>]), ongoing or lifelong learning (Donald et al., 2020; [<reflink idref="bib50" id="ref58">50</reflink>]; [<reflink idref="bib69" id="ref59">69</reflink>]; [<reflink idref="bib88" id="ref60">88</reflink>]), flexibility and resiliency ([<reflink idref="bib24" id="ref61">24</reflink>]; [<reflink idref="bib65" id="ref62">65</reflink>]; [<reflink idref="bib69" id="ref63">69</reflink>]), rejuvenation and renewal ([<reflink idref="bib24" id="ref64">24</reflink>]; [<reflink idref="bib58" id="ref65">58</reflink>]; [<reflink idref="bib65" id="ref66">65</reflink>]; [<reflink idref="bib88" id="ref67">88</reflink>]), and resourcefulness ([<reflink idref="bib24" id="ref68">24</reflink>]).</p> <p>Second, most conceptualizations of career sustainability incorporate some notion of endurance over time. A focus on stability or continuity of positive experiences over the long term is not only consistent with the lay meaning of sustainability ("able to be maintained at a certain rate or level") but also reflects the widespread concern that initially spurred substantial interest in career sustainability over the past two decades; namely, that many individuals are unable to sustain or maintain positive experiences at work over the long haul because they confront disruptive forces—economic, organizational, technological, and personal—during the course of their career ([<reflink idref="bib19" id="ref69">19</reflink>]).</p> <p>The variation of positive experiences used to characterize career sustainability reflects a lack of consensus regarding the meaning of the construct. Although a broad range of meanings can initially be expected with a relatively nascent concept such as career sustainability, it is necessary to achieve greater clarity and consensus regarding the meaning of a construct to promote theory development, accumulate research findings, and move the literature forward ([<reflink idref="bib21" id="ref70">21</reflink>]).</p> <p>We define career sustainability as <emph>the extent to which an individual attains happiness, health, and productivity at work and maintains these experiences over the course of the career.</emph> Although, as shown in Table 1, scholars have linked career sustainability to many different types of positive experiences, we agree with [<reflink idref="bib31" id="ref71">31</reflink>] that happiness, health, and productivity (HHP) collectively represent three core experiences at work that are critical to maintain over the long haul for a career to be considered highly sustainable.</p> <p>Happiness refers to individuals' positive affective reactions to their work at a specific point in time. Happiness at work is akin to hedonic well-being, which includes experiences of pleasure, high positive affect, and low negative affect; in short, "feeling good" ([<reflink idref="bib78" id="ref72">78</reflink>]). Moreover, because we focus on <emph>career</emph> sustainability, we view happiness specifically in terms of individuals' positive affective reactions to their work. Broader interpretations of happiness such as life satisfaction and quality of life ([<reflink idref="bib32" id="ref73">32</reflink>]; [<reflink idref="bib86" id="ref74">86</reflink>]) fall outside the boundary of happiness at work as we interpret the concept. Happiness at work can certainly influence—and be influenced by—life satisfaction or quality of life, but they are not equivalent concepts.</p> <p>Health encompasses both physical and psychological health ([<reflink idref="bib31" id="ref75">31</reflink>]) at a particular point in time. From a sustainable career perspective, the most relevant way to view health is physical and psychological well-being that is derived from work. We view psychological health as akin to eudaimonic well-being, which involves experiences of personal growth, meaning and purpose, authenticity, personal expressiveness, and self-determination ([<reflink idref="bib78" id="ref76">78</reflink>]).</p> <p>Productivity refers to the level of an individual's job performance (task and contextual) at a particular point in time. Unlike [<reflink idref="bib31" id="ref77">31</reflink>], we exclude employability as a subcomponent of productivity because we believe that it has surplus meaning that goes beyond performance and productivity at work. Instead, we view perceptions of employability as a personal resource ([<reflink idref="bib31" id="ref78">31</reflink>]; [<reflink idref="bib86" id="ref79">86</reflink>]) with the potential to enhance the attainment or maintenance of HHP at work over the course of a career.</p> <p>Our definition of career sustainability distinguishes what we believe to be its essence (maintaining HHP at work over the course of the career) from the many work experiences and personal characteristics that can potentially influence HHP but are not part of the basic meaning of career sustainability. For example, structural characteristics of a career such as its flexibility, opportunities for rejuvenation, and provision of a high salary potentially contribute to an individual's happiness, health, and/or productivity over time. Personal characteristics, experiences, and outcomes such as adaptability, resilience, perceived employability, career advancement, a growth mindset, strong fit with interests, values, and skills, lifelong learning, renewal, and feelings of job security may also contribute to HHP that is maintained over time.</p> <p>One might argue that individuals who are continuously employed and satisfactorily remunerated throughout their working life have a highly sustainable career regardless of their happiness or health at work. Undoubtedly, individuals use many criteria to judge the success of their career ([<reflink idref="bib77" id="ref80">77</reflink>]). Nevertheless, we argue that happiness and health at work are essential components of a sustainable career. For one thing, it is unlikely that unhappy and unhealthy individuals can remain productive and employed over the long term, especially in a rapidly changing economy that requires employees to maintain and enhance their skill sets and their motivation. Further, the inclusion of happiness and health as components of career sustainability is consistent with the notion of decent work ([<reflink idref="bib16" id="ref81">16</reflink>]; [<reflink idref="bib36" id="ref82">36</reflink>]), the psychology of sustainability ([<reflink idref="bib33" id="ref83">33</reflink>]), human sustainability ([<reflink idref="bib11" id="ref84">11</reflink>]), and the U.N.'s sustainable development goals ([<reflink idref="bib87" id="ref85">87</reflink>]), all of which emphasize individual health and well-being.</p> <hd id="AN0177962648-3">The Measurement of Career Sustainability</hd> <p>Given the diverse conceptualizations of career sustainability, it is not surprising that the concept has been measured in a number of different ways. We observed three clusters of career sustainability measures in the empirical literature. The first cluster revolved around individuals' ongoing employment status, such as the continuity of employment, often with reference to specific groups of employees (e.g., [<reflink idref="bib9" id="ref86">9</reflink>]: hearing-disabled employees; [<reflink idref="bib42" id="ref87">42</reflink>]: musicians), reemployment following a period of unemployment ([<reflink idref="bib40" id="ref88">40</reflink>]; [<reflink idref="bib48" id="ref89">48</reflink>]), and the perceived ability, motivation, and opportunity to continue working following the experience of a career shock ([<reflink idref="bib70" id="ref90">70</reflink>]).</p> <p>The second cluster assessed some combination of happiness, health, and/or productivity as measures of career sustainability. The most prominent indicators of happiness were career satisfaction, job satisfaction, and life satisfaction ([<reflink idref="bib12" id="ref91">12</reflink>]; [<reflink idref="bib20" id="ref92">20</reflink>]; [<reflink idref="bib54" id="ref93">54</reflink>]; [<reflink idref="bib56" id="ref94">56</reflink>]), whereas the most frequently used indicators of health were burnout and self-perceived health or well-being ([<reflink idref="bib7" id="ref95">7</reflink>]; [<reflink idref="bib83" id="ref96">83</reflink>]; [<reflink idref="bib86" id="ref97">86</reflink>]; [<reflink idref="bib90" id="ref98">90</reflink>]). Although productivity was typically measured as job performance ([<reflink idref="bib56" id="ref99">56</reflink>]; [<reflink idref="bib81" id="ref100">81</reflink>]), some studies included employability or marketability as a measure ([<reflink idref="bib12" id="ref101">12</reflink>]; [<reflink idref="bib18" id="ref102">18</reflink>]; [<reflink idref="bib20" id="ref103">20</reflink>]; [<reflink idref="bib63" id="ref104">63</reflink>]; [<reflink idref="bib74" id="ref105">74</reflink>]; [<reflink idref="bib86" id="ref106">86</reflink>]).</p> <p>The third cluster assessed career sustainability in a variety of other ways that do not correspond to the first two categories. Three of these studies ([<reflink idref="bib38" id="ref107">38</reflink>]; [<reflink idref="bib41" id="ref108">41</reflink>]; [<reflink idref="bib68" id="ref109">68</reflink>]) used a composite measure of career sustainability developed by [<reflink idref="bib23" id="ref110">23</reflink>] that assessed the extent to which a career is flexible, renewable, integrative, and resourceful. A number of studies measured other positive characteristics or qualities to assess career sustainability, such as reflexivity, self-awareness, and a clear vision for the future ([<reflink idref="bib5" id="ref111">5</reflink>]), career growth ([<reflink idref="bib63" id="ref112">63</reflink>]), career attainment or advancement ([<reflink idref="bib13" id="ref113">13</reflink>]; [<reflink idref="bib34" id="ref114">34</reflink>]; [<reflink idref="bib49" id="ref115">49</reflink>]), work ability ([<reflink idref="bib82" id="ref116">82</reflink>]), and career control ([<reflink idref="bib91" id="ref117">91</reflink>]).</p> <p>It is important to note that the vast majority of studies in all three clusters assessed the indicators of career sustainability at one point in time, which precludes examining the stability of positive experiences over the course of a career. There have been some notable exceptions, including studies that assessed changes in job performance and employability after participation in training ([<reflink idref="bib18" id="ref118">18</reflink>]), changes in career satisfaction and job performance following a mass career customization program ([<reflink idref="bib81" id="ref119">81</reflink>]), reemployment after a period of unemployment or involuntary retirement ([<reflink idref="bib40" id="ref120">40</reflink>]; [<reflink idref="bib48" id="ref121">48</reflink>]), and transitioning to a similar or different career field over an extended period of time ([<reflink idref="bib34" id="ref122">34</reflink>]). However, these studies did not assess all three components of career sustainability (HHP) at multiple time intervals in which individuals have experienced a potentially disruptive change.</p> <p>Consistent with our definition of career sustainability, we suggest that the most appropriate measure of the concept is the stability or maintenance of relatively high levels of individuals' HHP over time. For reasons discussed earlier, we do not believe that measures of career sustainability should include personal and contextual resources such as reflexiveness, self-awareness, learning, development of skills, or the flexibility of career systems, all of which can be studied as factors that affect career sustainability but do not reflect the underlying concept of career sustainability in and of themselves.</p> <p>We encourage researchers to assess all three components (HHP), perhaps each with multiple measures, in the same study to gain the most comprehensive assessment of career sustainability. Researchers can consult reviews of health and well-being (e.g., [<reflink idref="bib78" id="ref123">78</reflink>]) and job performance (e.g., [<reflink idref="bib67" id="ref124">67</reflink>]) to identify measures that are most relevant to their particular study. To the extent possible, assessments should represent a blend of self-ratings (e.g., job satisfaction as an indicator of happiness; [<reflink idref="bib20" id="ref125">20</reflink>]), ratings by others (e.g., subordinates' ratings of their leader as an indicator of productivity; [<reflink idref="bib7" id="ref126">7</reflink>]), and "objective" indicators (e.g., receipt of a disability pension as an indicator of health; [<reflink idref="bib45" id="ref127">45</reflink>]) to minimize the extent of common method variance. Perhaps most critically, whatever measures are adopted to assess HHP should be taken at multiple points in time, preferably punctuated by specific changes or events undergone by individuals.</p> <hd id="AN0177962648-4">Agenda for Advancing Research on Career Sustainability</hd> <p>Consistent with our conceptualization of career sustainability, we believe that the overarching question for research to address is how individuals can maintain happy, healthful, and productive work experiences over the course of their career. Although the literature has increasingly emphasized career adaptability ([<reflink idref="bib75" id="ref128">75</reflink>]) and preparedness for career disruptions ([<reflink idref="bib61" id="ref129">61</reflink>]), the process by which individuals react to change in the pursuit of a sustainable career requires considerably more attention. We suggest that future research focus on two interconnected processes: (<reflink idref="bib1" id="ref130">1</reflink>) individuals' appraisal of a potentially disruptive change and (<reflink idref="bib2" id="ref131">2</reflink>) actions individuals take in response to the change. Central to both of these processes is access to contextual and personal resources that can enhance the accuracy of individuals' appraisals and the effectiveness of their actions. In this section, we introduce a research framework that incorporates the role of appraisals, actions, and resources in the career sustainability process, and we suggest specific research questions consistent with the framework to gain a deeper understanding of the process.</p> <hd id="AN0177962648-5">Framework for Examining the Career Sustainability Process</hd> <p>Figure 1 presents a framework that depicts the process by which individuals can maintain happy, healthful, and productive experiences at work (Box A) over their career. This framework represents a cyclical process over time in which individuals who anticipate or experience a potentially threatening change (Box B) appraise the implications of the change (Box C) for their continued happiness, health, and productivity at work, and take action (Box D), if necessary, to assure strong person-job (P-J) fit (Box E) and maintain their positive work experiences (back to Box A). Through their moderating effects on the relationships between change and appraisals and between actions and P-J fit, contextual and personal resources (Box F) contribute to enhanced fit and strengthened HHP going forward, at least until another change is confronted in the future at which point additional appraisal and action are required. Note that career sustainability is <emph>not</emph> reflected by relatively high levels of HHP at one point in time but rather by the stability or continuity of HHP over time, particularly in the midst of a potentially disruptive change.</p> <p>Graph: Figure 1.Framework for conducting research on career sustainability. Adapted from [<reflink idref="bib43" id="ref132">43</reflink>].</p> <p>The theoretical perspectives on which the framework is based are represented in multiple disciplines, including careers, counseling psychology, organizational behavior, and vocational behavior. For example, theoretical discussions of career preparedness ([<reflink idref="bib61" id="ref133">61</reflink>]) and career shocks ([<reflink idref="bib2" id="ref134">2</reflink>]) are both premised on the likelihood that individuals face "setbacks" or disruptive events over the course of their career. Moreover, the importance of appraising the implications of disruptive changes has been theorized in the context of organizational shocks ([<reflink idref="bib14" id="ref135">14</reflink>]), work-life shock events ([<reflink idref="bib25" id="ref136">25</reflink>]), and adaptive sensemaking in unpredictable careers ([<reflink idref="bib76" id="ref137">76</reflink>]). The impact of P-J fit on positive experiences at work ([<reflink idref="bib37" id="ref138">37</reflink>]) and the role of individual action and career agency ([<reflink idref="bib79" id="ref139">79</reflink>]) in achieving strong fit ([<reflink idref="bib31" id="ref140">31</reflink>]) and experiencing positive outcomes ([<reflink idref="bib61" id="ref141">61</reflink>]) have also been widely represented in the theoretical literature. Access to resources, which plays a prominent role in this framework, has been extensively discussed in the literature on stress (Conservation of Resources Theory; [<reflink idref="bib52" id="ref142">52</reflink>]), well-being ([<reflink idref="bib8" id="ref143">8</reflink>]), career self-management ([<reflink idref="bib51" id="ref144">51</reflink>]), and sustainable careers ([<reflink idref="bib31" id="ref145">31</reflink>]).</p> <p>We next discuss specific research questions that are derived from our framework (see Table 2). We organize the discussion (and the Table) around the appraisal of change and the action taken to address change because they constitute critical behaviors that are central to the career sustainability process. Moreover, because accurate appraisal and effective action are both dependent on access to resources, we include research questions regarding access to resources in our respective discussions of the appraisal of change and action to address change.</p> <p>Graph</p> <p>Table 2. Summary of Suggested Questions for Future Research.</p> <p> <ephtml> &lt;table&gt;&lt;thead valign="top"&gt;&lt;tr&gt;&lt;th align="left"&gt;The Appraisal of Change&lt;/th&gt;&lt;/tr&gt;&lt;/thead&gt;&lt;tbody valign="top"&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Do different types of change affect the accuracy of the appraisal of the change?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&amp;#9702; Anticipated change versus experienced change&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&amp;#9702; Expected change versus unexpected change&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&amp;#9702; Career shock versus personal change&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&amp;#9702; Career shock arising in the work domain versus the home domain&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Are some implications of a change (e.g., for meeting values) more or less difficult to appraise than other implications (e.g., for maintaining effective job performance)?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Are changes that are perceived as an opportunity appraised more accurately than changes that are perceived as a threat?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Does career stage affect the accuracy of a change appraisal?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; What type of contextual resources (e.g., emotional, informational, and/or tangible support) affect the accuracy of a change appraisal and why?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; What type of personal resources (e.g., adaptability, resilience, and self-efficacy) affect the accuracy of a change appraisal and why?&lt;/td&gt;&lt;/tr&gt;&lt;/tbody&gt;&lt;/table&gt; </ephtml> </p> <p>Table 2. Summary of Suggested Questions for Future Research.</p> <p> <ephtml> &lt;table&gt;&lt;thead valign="top"&gt;&lt;tr&gt;&lt;th align="left"&gt;Actions to Address Change&lt;/th&gt;&lt;/tr&gt;&lt;/thead&gt;&lt;tbody valign="top"&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Do accurate change appraisals result in more effective action to achieve strong P-J fit than inaccurate change appraisals?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Under what conditions are certain actions (e.g., movement into a different job) more likely to enhance P-J fit than other actions (e.g., improvement of current job)?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; Are actions designed to strengthen fit with abilities more or less likely to be effective than actions designed to strengthen fit with values?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; What resources help individuals &lt;italic&gt;select&lt;/italic&gt; an action that has a high likelihood of strengthening P-J fit?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; What resources help individuals successfully &lt;italic&gt;navigate&lt;/italic&gt; an implemented action to strengthen P-J fit?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt; &amp;#8226; What resources enable disruptive changes to spur personal growth and development?&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&amp;#9702; Personal resources (e.g., optimism, framing change as an opportunity)&lt;/td&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td align="left"&gt;&amp;#9702; Contextual resources (e.g., social support, organizational and societal policies)&lt;/td&gt;&lt;/tr&gt;&lt;/tbody&gt;&lt;/table&gt; </ephtml> </p> <hd id="AN0177962648-6">The Appraisal of Change</hd> <p>Although some individuals can experience uninterrupted HHP throughout their career, it is increasingly likely that the economic, technological, and personal forces discussed earlier expose many employees to changes that threaten the sustainability of these positive experiences. The dashed line between Boxes A and B in Figure 1 signifies the possibility that an individual anticipates or experiences a change subsequent to achieving happy, healthful, and productive work experiences. Two types of change that can threaten sustained HHP at work have been discussed in the career sustainability literature: career shocks and personal changes.</p> <p>A career shock, which is "a disruptive and extraordinary event that is, at least to some degree, caused by factors outside the focal individual's control and that triggers a deliberate thought process concerning one's career" ([<reflink idref="bib2" id="ref146">2</reflink>], p. 4), has been viewed by scholars as a threat to the sustainability of a career ([<reflink idref="bib15" id="ref147">15</reflink>]). Career shocks can vary in the predictability of their occurrence or their consequences ([<reflink idref="bib2" id="ref148">2</reflink>]), can arise in the work role or a nonwork role, and can involve either a change in roles (e.g., job loss) or a change within a currently held role (e.g., introduction of a complex technology into a job). Career shocks can threaten the sustainability of a career to the extent that they increase demands or decrease resources, thereby reducing individuals' fit with their jobs ([<reflink idref="bib70" id="ref149">70</reflink>]).</p> <p>Whereas career shocks are external events ([<reflink idref="bib2" id="ref150">2</reflink>]), personal changes represent fluctuations within an individual over time. For example, a deterioration in an individual's skill set or physical energy is disruptive if the individual can no longer meet the responsibilities of the job ([<reflink idref="bib31" id="ref151">31</reflink>]), diminishing their well-being and productivity. Similarly, employees who experience a change in values or role identities (e.g., becoming a more involved parent) can experience declines in their happiness at work if their job does not provide opportunities to attain these emerging values.</p> <p>Figure 1 proposes that individuals conduct an appraisal of the implications of the change (Box C) before taking action (Box D). An appraisal enables individuals to understand the nature of a change to the extent possible (such as how a reorganization can affect their department), understand whether the change threatens their capability to perform the job and/or the attainment of their values (i.e., their P-J fit), and draw conclusions regarding how the change can ultimately affect their life at work and at home. Without these foundational insights, it is unlikely that individuals see the need for action or know what action to take to maintain or restore their HHP at work. Despite recent attention paid to the need for sensemaking to analyze and understand a change as a prelude to action ([<reflink idref="bib25" id="ref152">25</reflink>]; [<reflink idref="bib76" id="ref153">76</reflink>]), additional research is required to gain a deep understanding of the appraisal process.</p> <p>One line of research could examine whether some changes are more difficult to appraise accurately than other changes. For example, is an individual less likely to understand the implications of an anticipated change that has not yet occurred compared to a change that has been recently experienced? Are expected changes appraised more accurately than changes that had not been foreseen in advance? Moreover, do individuals more or less accurately appraise the implications of a career shock (e.g., outsourcing of one's job) than a personal change (e.g., change in life values), and does the accuracy of an appraisal depend on whether the shock event arises in the work domain (e.g., dramatic change in management performance expectations) or the home domain (e.g., unexpected pregnancy)?</p> <p>Moreover, some implications of a particular change may be appraised more accurately than others. For example, do individuals have more difficulty discerning whether a change might alter their opportunity to meet their important values than understanding whether a change will prevent them from performing well on the job? Moreover, because stressful events can impair individuals' cognitive functioning ([<reflink idref="bib17" id="ref154">17</reflink>]), do individuals more accurately appraise a change they perceive as an opportunity rather than as a threat ([<reflink idref="bib62" id="ref155">62</reflink>])? Relatedly, it is important to understand whether individuals in later career stages appraise changes less or more accurately than those in earlier stages, because the changes may be more threatening as one gets older (less accurately) or because these individuals have likely faced similar changes earlier in their career (more accurately).</p> <p>Research addressing these questions should examine the role of contextual and personal resources in the appraisal process. Resources are "anything perceived by the individual to help attain his or her goals" ([<reflink idref="bib46" id="ref156">46</reflink>], p. 1338). Although Conservation of Resources Theory ([<reflink idref="bib52" id="ref157">52</reflink>]) has been applied to the study of career sustainability ([<reflink idref="bib31" id="ref158">31</reflink>]), the particular mechanisms by which resources affect career sustainability have rarely been specified. Figure 1 proposes that access to resources (Box F) increases the likelihood that individuals make an accurate appraisal of the implications of an anticipated or experienced change, thereby strengthening the relationship between Boxes B and C. Contextual resources include informational and emotional support, tangible assistance, financial assets, and learning opportunities, whereas personal resources comprise such individual qualities as adaptability, resilience, self-efficacy, and learning mindset. Additional research is necessary to understand the impact of different types of resources on the appraisal of a change.</p> <p>For example, because receiving emotional and esteem support enhances individuals' self-confidence ([<reflink idref="bib72" id="ref159">72</reflink>]), it is possible that such support enables them to accurately appraise the implications of a threatening change rather than denying the impact of the change or distorting its possible effects. In addition, informational support may help individuals understand the potential implications of a change, especially if it is provided by others who have experienced similar changes and are willing to share their insights. Tangible assistance (e.g., providing a quiet environment at home to help an individual contemplate a change) and financial reserves (e.g., to hire a career coach) can also be examined as contextual resources that enable individuals to accurately appraise a disruptive change.</p> <p>Future research should also explore the role of personal characteristics as resources that strengthen the appraisal process. For example, individuals who are open to experience may be more likely to accurately appraise the implications of a change because they are perceptive, reflective, and curious and have strong needs for understanding and change ([<reflink idref="bib64" id="ref160">64</reflink>]). Similarly, individuals who are in learning mode and have a growth mindset ([<reflink idref="bib50" id="ref161">50</reflink>]) might be more willing and able to understand the potential implications of a change because of their orientation to absorbing new knowledge and their belief that they can continually grow and develop to master new challenges.</p> <hd id="AN0177962648-7">Actions to Address Change</hd> <p>Accurate appraisals of a change enable individuals to take action that strengthens P-J fit and enhances HHP at work. The literature has discussed an extensive range of actions individuals can take to enhance the sustainability of their career, including job or occupational change ([<reflink idref="bib22" id="ref162">22</reflink>]), job crafting ([<reflink idref="bib57" id="ref163">57</reflink>]), career self-management activities ([<reflink idref="bib20" id="ref164">20</reflink>]), and participation in training and development activities ([<reflink idref="bib18" id="ref165">18</reflink>]). Individuals can also strengthen fit through "home crafting" ([<reflink idref="bib27" id="ref166">27</reflink>]), which entails adjusting the challenges, demands, and resources at home to achieve greater fit with job demands, as well as by changing themselves in some important way, such as strengthening their technical qualifications ([<reflink idref="bib48" id="ref167">48</reflink>]) or cognitively reframing the perceived connection between themselves and their work ([<reflink idref="bib9" id="ref168">9</reflink>]; [<reflink idref="bib49" id="ref169">49</reflink>]).</p> <p>Note that individuals who anticipate a foreseeable change on the horizon (e.g., disappearance of their job in a publicly announced upcoming merger) can take preemptive action (e.g., moving to a job in a more stable part of the organization), whereas individuals who have already experienced a change must take adaptive action such as upgrading their computer skills shortly after the introduction of a new technology into their job. These two ways of protecting P-J fit and HHP (preemptively before a change and adaptively after a change) reflect the "dynamic interplay of proactivity and adaptability" over the life course ([<reflink idref="bib51" id="ref170">51</reflink>], p. 1).</p> <p>Future research is essential to understand the impact of actions on career sustainability. It is important to determine whether accurate appraisals of a change result in more effective actions than inaccurate appraisals. Research can also examine the conditions under which certain types of action are most likely to enhance fit. For example, when is a change of job, organization, or occupation more (or less) likely to strengthen fit than an attempt to improve one's current job through job crafting or the negotiation of an idiosyncratic deal with one's supervisor? Are actions designed to strengthen fit with one's abilities (demands–ability fit) more or less likely to be successful than actions designed to strengthen fit with one's values (supplies–values fit), and, if so, why? Moreover, research can examine whether some actions (e.g., leaving a job for one in another organization) are likely to raise additional challenges (e.g., learning the ropes in the new organization) that will require additional actions in the new role (e.g., feedback seeking).</p> <p>It is likely that the effectiveness of an action in promoting strong fit is contingent on an individual's access to resources. Figure 1 proposes that access to resources (Box F) strengthens the likelihood that an action (Box D) enhances P-J fit (Box E). We suggest that this effect operates through two mechanisms, both of which require additional research.</p> <p>First, resources can help individuals select a course of action that has a higher likelihood of strengthening fit than alternative actions. Emotional, instrumental, or informational support from a person or institution (a contextual resource) and awareness of oneself and the work environment (a personal resource) can assist individuals in deciding, for example, whether to pursue a job in a different organization or craft their current job. Research should also examine whether individuals who perceive themselves to be highly employable ([<reflink idref="bib4" id="ref171">4</reflink>]) can be more selective in their action to achieve greater fit because they believe that they have more employment options and do not have to settle for the first available opportunity.</p> <p>Second, resources can strengthen the likelihood that an action enhances P-J fit by helping individuals overcome the challenges that are inherent in implementing the action. For example, access to resources can assist individuals gain a sense of clarity and efficacy in conducting a job search ([<reflink idref="bib92" id="ref172">92</reflink>]), and managerial support can help individuals effectively implement a reduced workload ([<reflink idref="bib57" id="ref173">57</reflink>]). Similarly, research should examine whether personal resources such as adaptability, proactivity, self-efficacy, and resilience enable individuals to successfully navigate actions to achieve strong P-J fit.</p> <p>Inherent in our framework is the notion that a career shock or a personal change, if addressed appropriately, can spur personal growth. It is plausible that job loss, failure on a significant work project, or an illness or injury that reduces physical or mental capability can all encourage individuals to reflect on what they value most at work and in life, explore latent or unexpressed talents, and determine what they can do to experience more HHP at work (see [<reflink idref="bib59" id="ref174">59</reflink>]). To learn from misfortune, capitalize on change, and strengthen the sustainability of their career likely requires individuals to be optimistic ([<reflink idref="bib39" id="ref175">39</reflink>]), frame stressful changes as challenging opportunities to learn and grow ([<reflink idref="bib62" id="ref176">62</reflink>]), and have access to contextual resources (e.g., social support, organizational practices, and societal safety nets) that enable them to identify and pursue actions that strengthen fit and enhance their positive experiences at work. These observations on the positive effects of change on career sustainability represent exciting opportunities for future research.</p> <p>Finally, although our research framework focuses on the process by which individuals can <emph>maintain</emph> happy, healthful, and productive experiences at work over time, it is clear that for some individuals, the most urgent and immediate task is to <emph>attain</emph> these positive work experiences in the first place. Emphasizing the primacy of sociocultural factors in understanding the work experiences of individuals from a variety of backgrounds, the Psychology of Working Theory ([<reflink idref="bib16" id="ref177">16</reflink>]; [<reflink idref="bib36" id="ref178">36</reflink>]) asserts that the economic constraints and marginalized social status faced by many individuals restrict their access to decent work and the fulfillment of their basic needs. Although our framework was not specifically designed to explain the limited career sustainability experienced by individuals "on the lower rungs of the social position ladder" ([<reflink idref="bib36" id="ref179">36</reflink>], p. 127), the framework is consistent with a Psychology of Working Theory perspective. Individuals who face severe economic constraints and the stigma associated with marginalized social status are unlikely to have access to resources (such as educational opportunities, financial reserves, encouragement, and optimism) that promote P-J fit and positive work experiences. Future research should examine the types of organizational, counseling, and governmental interventions that provide sufficient resources for individuals to take viable actions that enable them to achieve happy, healthful, and productive work experiences and maintain these experiences over time.</p> <hd id="AN0177962648-8">Implications for Counseling Practice</hd> <p>Although our framework is primarily intended to stimulate and guide research on the career sustainability process, it also has implications for the provision of counseling interventions to support individuals' efforts to strengthen the sustainability of their careers. Consistent with [<reflink idref="bib61" id="ref180">61</reflink>] focus on sustainable career choice, our framework calls attention to the inevitability of change in contemporary careers and the need for individuals to be sufficiently adaptable to experience positive work outcomes over the long haul.</p> <p>Additionally, although the Psychology of Working Theory has rightfully emphasized the importance of counseling clients to understand "the cause of their work struggles" ([<reflink idref="bib36" id="ref181">36</reflink>], p. 141), our framework explicitly recognizes the importance of individuals' accurate appraisals of the implications of career shocks and personal changes for maintaining or restoring positive experiences at work. We believe that counseling interventions can apply our framework to help clients understand the importance of P-J fit to achieving positive experiences at work and the threats posed by disruptive changes that have the capacity to diminish fit. Moreover, clients can be counseled on how to seek contextual resources (e.g., social support) and develop personal resources (e.g., a growth mindset) that help them achieve positive work experiences, understand the implications of a change for their continued well-being, and take effective action that maintains strong fit and the continuation of positive work experiences over time.</p> <hd id="AN0177962648-9">Conclusions</hd> <p>We view career sustainability as the extent to which an individual achieves and maintains happiness, health, and productivity at work over the course of the career. Our framework highlights the importance of contextual and personal resources that enable individuals to attain happy, healthful, and productive work experiences, appraise the implications of a change that threatens the continuation of these experiences, and take preemptive or adaptive action to maintain happiness, health, and productivity over the course of their career. We believe that the framework can stimulate, guide, and strengthen research and practice on sustainable careers.</p> <hd id="AN0177962648-10">ORCID iD</hd> <p>Gerard A. Callanan https://orcid.org/0000-0002-6660-7003</p> <ref id="AN0177962648-11"> <title> References </title> <blist> <bibl id="bib1" idref="ref5" type="bt">1</bibl> <bibtext> Acemoglu D., Restrepo P. (2017). Robots and jobs: Evidence from US labor markets. National Bureau of Economic Research, NBER Working Paper No. 23285, pp. 1–91. https://doi.org/10.1086/705716</bibtext> </blist> <blist> <bibl id="bib2" idref="ref131" type="bt">2</bibl> <bibtext> Akkermans J., Seibert S. E., Mol S. T. (2018). Tales of the unexpected: Integrating career shocks in the contemporary careers literature. SA Journal of Industrial Psychology, 44, 1–10. https://doi.org/10.4102/sajip.v44i0.1503</bibtext> </blist> <blist> <bibl id="bib3" idref="ref7" type="bt">3</bibl> <bibtext> Akkermans J., Richardson J., Kraimer M. (2020). 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Job search and social cognitive theory: The role of career-relevant activities. Journal of Vocational Behavior, 74(1), 117–127. https://doi.org/10.1016/j.jvb.2008.11.001</bibtext> </blist> </ref> <ref id="AN0177962648-12"> <title> Footnotes </title> <blist> <bibtext> The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.</bibtext> </blist> <blist> <bibtext> The author(s) received no financial support for the research, authorship, and/or publication of this article.</bibtext> </blist> </ref> <aug> <p>By Jeffrey H. Greenhaus; Gerard A. Callanan and Gary N. Powell</p> <p>Reported by Author; Author; Author</p> <p></p> <p>Jeffrey H. Greenhaus (PhD, New York University) is Professor Emeritus of Management in Drexel University's LeBow College of Business. Jeff's research focuses on career dynamics and work–family relationships. A Fellow of SIOP and the Association for Psychological Science, he is the author of numerous journal articles, chapters, and books, including most recently Advanced Introduction to Sustainable Careers with Gerry Callanan (Edward Elgar, 2022), Career Management for Life with Gerry Callanan and Veronica Godshalk (Routledge, 2019), and Making Work and Family Work: From Hard Choices to Smart Choices with Gary Powell (Routledge, 2017). Jeff enjoys spending time with his wife of 55 years and learning about recent advances in technology, especially from his five grandchildren.</p> <p>Gerard A. Callanan (PhD, Drexel University) is a Professor of Management in the College of Business and Public Affairs at West Chester University. Prior to his appointment at West Chester, he spent more than 22 years with the Federal Reserve Bank of Philadelphia. At the time he left the Federal Reserve, he was the Vice President and National Product Manager for Currency and Coin for the United States. He is a member of the Academy of Management and the American Psychological Association and his research on a variety of management topics has appeared in a number of scholarly publications. Gerry is the co-author (with Jeff Greenhaus and Veronica Godshalk) of the fifth edition of Career Management for Life (Routledge, 2019). He most recently co-authored the book Advanced Introduction to Sustainable Careers with Jeff Greenhaus (Edward Elgar, 2022). In his spare time, Gerry is an avid tennis player, likes to swim, and is involved in the management of local youth sports organizations.</p> <p>Gary N. Powell (PhD, University of Massachusetts) is Professor Emeritus of Management at the University of Connecticut. His research interests include gender and diversity issues in the workplace and the work–family interface. He is author of Gender in Management (6 th ed., Sage, 2024), Gender and Leadership (Sage, 2020), Making Work and Family Work: From Hard Choices to Smart Choices with Jeff Greenhaus (Routledge, 2017), and Managing a Diverse Workforce: Learning Activities (3 rd ed., Sage, 2011), and the editor of Handbook of Gender and Work (Sage, 1999). He is a Fellow of the British Academy of Management, Academy of Social Sciences, and Eastern Academy of Management. He has received the Richard Whipp Lifetime Achievement Award of the British Academy of Management for his contributions to business and management research and, with Jeff Greenhaus, the Ellen Galinsky Generative Researcher Award of the Work and Family Researchers Network. He has served as Chair of the Women in Management Division (now Diversity, Equity, and Inclusion Division) of the Academy of Management and received both the Janet Chusmir Service Award for his contributions to the division and the Sage Scholarship Award for his contributions to research on gender in organizations. He has also served on the Board of Governors of the Academy of Management and as President of the Eastern Academy of Management. Gary enjoys hiking and other forms of exercise, reading, streaming, and spending quality time with his spouse, not necessarily in that order.</p> </aug> <nolink nlid="nl1" bibid="bib66" firstref="ref1"></nolink> <nolink nlid="nl2" bibid="bib58" firstref="ref2"></nolink> <nolink nlid="nl3" bibid="bib10" firstref="ref3"></nolink> <nolink nlid="nl4" bibid="bib55" firstref="ref4"></nolink> <nolink nlid="nl5" bibid="bib85" firstref="ref6"></nolink> <nolink nlid="nl6" bibid="bib71" firstref="ref8"></nolink> <nolink nlid="nl7" bibid="bib19" firstref="ref9"></nolink> <nolink nlid="nl8" bibid="bib30" firstref="ref10"></nolink> <nolink nlid="nl9" bibid="bib29" firstref="ref11"></nolink> <nolink nlid="nl10" bibid="bib13" firstref="ref12"></nolink> <nolink nlid="nl11" bibid="bib20" firstref="ref13"></nolink> <nolink nlid="nl12" bibid="bib38" firstref="ref14"></nolink> <nolink nlid="nl13" bibid="bib54" firstref="ref15"></nolink> <nolink nlid="nl14" bibid="bib81" firstref="ref16"></nolink> <nolink 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| Items | – Name: Title Label: Title Group: Ti Data: Advancing Research on Career Sustainability – Name: Language Label: Language Group: Lang Data: English – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Jeffrey+H%2E+Greenhaus%22">Jeffrey H. Greenhaus</searchLink><br /><searchLink fieldCode="AR" term="%22Gerard+A%2E+Callanan%22">Gerard A. Callanan</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0002-6660-7003">0000-0002-6660-7003</externalLink>)<br /><searchLink fieldCode="AR" term="%22Gary+N%2E+Powell%22">Gary N. Powell</searchLink> – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="SO" term="%22Journal+of+Career+Development%22"><i>Journal of Career Development</i></searchLink>. 2024 51(4):478-497. – Name: Avail Label: Availability Group: Avail Data: SAGE Publications. 2455 Teller Road, Thousand Oaks, CA 91320. Tel: 800-818-7243; Tel: 805-499-9774; Fax: 800-583-2665; e-mail: journals@sagepub.com; Web site: https://sagepub.com – Name: PeerReviewed Label: Peer Reviewed Group: SrcInfo Data: Y – Name: Pages Label: Page Count Group: Src Data: 20 – Name: DatePubCY Label: Publication Date Group: Date Data: 2024 – Name: TypeDocument Label: Document Type Group: TypDoc Data: Journal Articles<br />Reports - Descriptive – Name: Subject Label: Descriptors Group: Su Data: <searchLink fieldCode="DE" term="%22Research%22">Research</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Development%22">Career Development</searchLink><br /><searchLink fieldCode="DE" term="%22Sustainability%22">Sustainability</searchLink><br /><searchLink fieldCode="DE" term="%22Definitions%22">Definitions</searchLink><br /><searchLink fieldCode="DE" term="%22Measurement%22">Measurement</searchLink><br /><searchLink fieldCode="DE" term="%22Change%22">Change</searchLink><br /><searchLink fieldCode="DE" term="%22Counseling%22">Counseling</searchLink> – Name: DOI Label: DOI Group: ID Data: 10.1177/08948453241260871 – Name: ISSN Label: ISSN Group: ISSN Data: 0894-8453<br />1556-0856 – Name: Abstract Label: Abstract Group: Ab Data: Interest in sustainable careers has grown substantially in recent decades as a host of external and personal forces has increasingly disrupted individuals' continued employment or diminished the quality of their experiences at work. However, there is a lack of consensus regarding the definition and measurement of career sustainability that limits our understanding of the career sustainability process. In this article, we propose a definition that we believe represents the essence of career sustainability and make recommendations regarding the assessment of the construct. We then present a research agenda that includes a framework to guide research on the career sustainability process and identifies areas where future research attention is warranted. We conclude with a discussion of the implications of the framework for counseling practice. – Name: AbstractInfo Label: Abstractor Group: Ab Data: As Provided – Name: DateEntry Label: Entry Date Group: Date Data: 2024 – Name: AN Label: Accession Number Group: ID Data: EJ1428627 |
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| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1177/08948453241260871 Languages: – Text: English PhysicalDescription: Pagination: PageCount: 20 StartPage: 478 Subjects: – SubjectFull: Research Type: general – SubjectFull: Career Development Type: general – SubjectFull: Sustainability Type: general – SubjectFull: Definitions Type: general – SubjectFull: Measurement Type: general – SubjectFull: Change Type: general – SubjectFull: Counseling Type: general Titles: – TitleFull: Advancing Research on Career Sustainability Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Jeffrey H. Greenhaus – PersonEntity: Name: NameFull: Gerard A. Callanan – PersonEntity: Name: NameFull: Gary N. Powell IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 08 Type: published Y: 2024 Identifiers: – Type: issn-print Value: 0894-8453 – Type: issn-electronic Value: 1556-0856 Numbering: – Type: volume Value: 51 – Type: issue Value: 4 Titles: – TitleFull: Journal of Career Development Type: main |
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