1. Career Construction Theory and Calling
1.1. the one´s career is personally constructed through adapting processes which are facilitated by the willingness and ability of employees to perform adaptive behaviors
1.2. Processes
1.2.1. adaptive readiness
1.2.1.1. refers to psychological traits that underlie the willingness, readiness and support for changes related to work
1.2.1.2. one form is through cognitive flexibility
1.2.1.2.1. the ability to change cognitive sets to adapt to changing environments
1.2.1.2.2. it refers to an individual's (a) awareness of the availability of options and alternatives in every situation, (b) willingness to be flexible and adapt to situations and (c) belief in his/her capability to be flexible
1.2.2. adapting responses
1.2.2.1. behavior performed by individuals to overcome problems in their work
1.2.3. adaptation results
1.2.3.1. the condition which one achieves through adaptation
1.3. Calling
1.3.1. is a transcendent summons to approach a particular role and goal that is oriented towards a sense of purpose and holds other-oriented values and goals as primary sources of motivation
1.3.2. employees can find their calling if they have adaptive readiness
1.3.3. is a result of adaptation
1.4. Job crafting
1.4.1. physical, cognitive and social adaptation that individuals engage in to shape their work to match their individual preferences, hence turning their work into a meaningful and positive experience
1.5. Career Adapt-abilities scale
1.5.1. 4 scales
1.5.1.1. concern
1.5.1.1.1. concern about the future hels individuals look ahead and prepare for what might come next
1.5.1.2. control
1.5.1.2.1. enables individuals to become responsible for shaping themselves and their environment by self-discipline, effort and persistence
1.5.1.3. curiosity
1.5.1.3.1. prompts a person to think about self in various situations and roles
1.5.1.4. confidence
1.5.1.4.1. actualize choices to implement their life design
1.5.2. Career adaptability is a psychosocial construct that denotes an individual's resources for coping with current and anticipatied tasks, transitions and traumas in their occupational roles
1.5.3. Career adaptability resources are the self-regulation strengths or capacities that a person may draw upon to solve the unfamiliar, complex, and ill-defined problems presented by developmental vocational tasks, occupational transitions and work traumas
1.6. Life designing
1.6.1. Conceitos
1.6.1.1. career problems are only a piece of much broader concerns about how to live a life in a postmodern world shaped by a global economy and supported by information technology
1.6.1.2. People's career are constructed as individuals make choices that express their self-concepts
1.6.1.2.1. The self concept is constructed through the specific experiences that people have had in environment they have experienced
1.6.2. 5 presuppositions
1.6.2.1. Context
1.6.2.1.1. professional identities should be seen as a changing patterns (not static, abstract and oversimplified profiles)
1.6.2.1.2. professional identity is shaped by self-organization of multiple experiences of daily life
1.6.2.2. Focus on "how to" not "what to"
1.6.2.2.1. meta-perspective, including specific competencies for systemic analysis of complex, interactive and dynamic processes and their multiple consequences
1.6.2.3. Non linear dynamics
1.6.2.3.1. there is no general law
1.6.2.4. Narrative reality
1.6.2.4.1. there is no more traditional pathways, therefore, there are multiple identities and subjective realities. Focus on their subjective rather than group norms
1.6.2.5. Modeling
1.6.2.5.1. the modeling process includes fuzzy sets and chaos patterns
2. Career decision-making competence
2.1. Decision-making processes
2.1.1. come from a deeply held preferences or expectations regarding outcomes and consequences bounded by important individual and organizational constraints
2.1.2. the preferences drive these processes that has inumerouos illogical premises
2.1.3. two mental processes
2.1.3.1. "one"
2.1.3.1.1. Intuitive
2.1.3.1.2. automated, fast
2.1.3.1.3. work by using partial information, mental images, stereotypes and heuristics
2.1.3.2. "two"
2.1.3.2.1. depends on analytic decision making processes, driven by principles and norms
2.1.3.2.2. logical, rational, time-consuming and computationally expensive
2.1.3.2.3. function with abstract concepts, causal procedures and following normative theories
2.1.4. Decision making competence (DMC)
2.1.4.1. four key components
2.1.4.1.1. adequate confidence in decision-making process
2.1.4.1.2. self-appraisal or the inclination to me mindful in characteristics that can determine decision outcomes
2.1.4.1.3. the capacity of being reflective in collecting adequate choice information
2.1.4.1.4. self-determination in critically examining decision options
2.1.4.2. a competent decision making process consists of producing, examining and learning from decisions
2.1.4.2.1. this concept is in line with the main ideal of self-regulation theory (bandura) that considers the development of individual agency with respect to expected goals as the main factor influencing achievement of chosen targets
2.1.4.2.2. such sense of control is a basis of a deep understanding of one's own more or less efficient forms of decision-making, eventually leading to a kind of awareness fostering strategies to overcome errors in the process of choice
2.2. Carrer Decision Making Competence (C-DMC)
2.2.1. the application of DMC construct to the career realm
2.2.2. Major linkages
2.2.2.1. employability
2.2.2.1.1. range of individual capabilities to gain and maintain an employment and to obtain a new one if required
2.2.2.1.2. C-DMC as a factor able to improve employability
2.2.2.2. individual career development
2.2.2.2.1. career and decision-making is inextricably embedded in the decider´s particular context (gender, family, socioeconomic, culture and opportunity) and personal characteristics (values, interests and abilities)
2.2.2.2.2. career decisions are highly connected to the decider´s sense of self
2.2.3. the most adaptative career decision-making is characterized by comprehensive information gathering, analytic information processing and internal locus of control, more invested effort, less procrastination, greater speed of making the final decision, less dependence on others and less desire to please others
3. Action-Affect-Cognition Framework for decision making in career change
3.1. Actions may influence and be influenced by emotions as well as cognitions, and cognitions and emotions are likewise mutually influencing
4. Career Crafting
4.1. Definitions
4.1.1. a set of proactive and congruence-seeking behaviors that (a) broaden career-relevant resources in response to the evolving nature of jobs and (b) explores career option more congruent to one's changing needs, values and interests
4.1.2. adresses a set of career behaviors that helps improve meaning in peoples current job and potential future jobs
4.1.3. emphasizes the integration of proactivity and congruence in a career context
4.2. Congruence And Proactitivity
4.2.1. Congruence
4.2.1.1. is a concept that reflects the alignment of one's career with their interests, strenghts, values and need
4.2.1.2. internal compass that guides an individual to resources within the self
4.2.1.3. Domains of Job Crafting congruence-seeking behaviors
4.2.1.3.1. behaviors that help better alignment with ones evolving self were drawn mainly from the protean career orientation
4.2.2. Proactivity
4.2.2.1. external compass that leads an individual to resources outside the self, such as one's relationships and organizational career oportunities
4.2.2.2. Domains of Job Crafting Proactivity
4.2.2.2.1. Job-level task
4.2.2.2.2. Job-level relational
4.2.2.2.3. Job-level Cognitive