Career Self‐management: A Quasi‐experimental Assessment of the Effects of a Training Intervention

A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self‐management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes two main behaviors: developmental feedback seeking and job mobility preparedness. Although career self‐management training is a commonly used employer intervention to re‐socialize individuals to increase their own career management activity, it is rarely rigorously evaluated. Relying on an expectancy theory framework, the goal of this study was to evaluate the general effects of career self‐management training using a quasi‐experimental design. Based on data from several hundred professionals at a major U.S. employer, the results showed formal training efforts were generally not successful in resocializing people to engage in career self‐management activities, and when done as an isolated human resource strategy, decreased trainees' likelihood of engaging in career self‐management behaviors. To the extent that Time 2 expectancy perceptions got worse, the results showed that an individual's attitudes toward feedback seeking mediated the relationship between the training intervention and the level of preparation for job mobility conducted 6‐8 months following the training.