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Future uncertain: expected versus attained job mobility among managers

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Future uncertain : expected versus attained job mobility among managers. / Nicholson, Nigel; West, Michael; Cawsey, Thomas F .

In: Journal of Occupational Psychology, Vol. 58, No. 4, 1985, p. 313-320.

Research output: Contribution to journalJournal article

Harvard

Nicholson, N, West, M & Cawsey, TF 1985, 'Future uncertain: expected versus attained job mobility among managers', Journal of Occupational Psychology, vol. 58, no. 4, pp. 313-320. https://doi.org/10.1111/j.2044-8325.1985.tb00204.x

APA

Nicholson, N., West, M., & Cawsey, T. F. (1985). Future uncertain: expected versus attained job mobility among managers. Journal of Occupational Psychology, 58(4), 313-320. https://doi.org/10.1111/j.2044-8325.1985.tb00204.x

Vancouver

Author

Nicholson, Nigel ; West, Michael ; Cawsey, Thomas F . / Future uncertain : expected versus attained job mobility among managers. In: Journal of Occupational Psychology. 1985 ; Vol. 58, No. 4. pp. 313-320.

Bibtex

@article{1c2af91f59fb4287a82553e61d852b55,
title = "Future uncertain: expected versus attained job mobility among managers",
abstract = "How good are managers at predicting their own job mobility? A one-year follow up (n = 1082) to a large scale survey of British managers allowed respondents' original predictions of their own likely job changes over the coming year to be tested. Results showed expectations were predictive of actual attainments well above chance level, more so for employer changes than for promotions and other job changes, but the level of prediction in general was not high, only equivalent to correlations of between 0·2 and 0·3. Most managers, it seems, have inaccurate perceptions of their short-term career futures. The implications are considered for the relationship between intention and behaviour, {\textquoteleft}the illusion of control{\textquoteright} and biases affecting judgement under uncertainty. It is suggested that career development practice would be enhanced by a more realistic and open analysis of uncertainty and its causes. The findings also carry a cautionary message about statistical inference from contingency tables.",
author = "Nigel Nicholson and Michael West and Cawsey, {Thomas F}",
year = "1985",
doi = "10.1111/j.2044-8325.1985.tb00204.x",
language = "English",
volume = "58",
pages = "313--320",
journal = "Journal of Occupational Psychology",
issn = "0305-8107",
publisher = "Wiley-Blackwell",
number = "4",

}

RIS

TY - JOUR

T1 - Future uncertain

T2 - expected versus attained job mobility among managers

AU - Nicholson, Nigel

AU - West, Michael

AU - Cawsey, Thomas F

PY - 1985

Y1 - 1985

N2 - How good are managers at predicting their own job mobility? A one-year follow up (n = 1082) to a large scale survey of British managers allowed respondents' original predictions of their own likely job changes over the coming year to be tested. Results showed expectations were predictive of actual attainments well above chance level, more so for employer changes than for promotions and other job changes, but the level of prediction in general was not high, only equivalent to correlations of between 0·2 and 0·3. Most managers, it seems, have inaccurate perceptions of their short-term career futures. The implications are considered for the relationship between intention and behaviour, ‘the illusion of control’ and biases affecting judgement under uncertainty. It is suggested that career development practice would be enhanced by a more realistic and open analysis of uncertainty and its causes. The findings also carry a cautionary message about statistical inference from contingency tables.

AB - How good are managers at predicting their own job mobility? A one-year follow up (n = 1082) to a large scale survey of British managers allowed respondents' original predictions of their own likely job changes over the coming year to be tested. Results showed expectations were predictive of actual attainments well above chance level, more so for employer changes than for promotions and other job changes, but the level of prediction in general was not high, only equivalent to correlations of between 0·2 and 0·3. Most managers, it seems, have inaccurate perceptions of their short-term career futures. The implications are considered for the relationship between intention and behaviour, ‘the illusion of control’ and biases affecting judgement under uncertainty. It is suggested that career development practice would be enhanced by a more realistic and open analysis of uncertainty and its causes. The findings also carry a cautionary message about statistical inference from contingency tables.

U2 - 10.1111/j.2044-8325.1985.tb00204.x

DO - 10.1111/j.2044-8325.1985.tb00204.x

M3 - Journal article

VL - 58

SP - 313

EP - 320

JO - Journal of Occupational Psychology

JF - Journal of Occupational Psychology

SN - 0305-8107

IS - 4

ER -