mid career transitions

8/2/2019 Mid Career Transitions

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CHAPTER I

INTRODUCTION

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1.1 INTRODUCTION

Individual:

An individual is any person who is a Not divided, or not to be divided; existing as one entity, or

distinct being or object; single; one; as, an individual man, animal, or city.

Role of an individual in an organization:

The individual plays a major role in an organization; he is responsible in the growth of an

organization. He is an entity who takes care of overall activities in an organization. Without which

an organization cannot work effectively.

Career:

A career is a course of successive situations that make up some activity. One can have a sporting

career or a musical career, but most frequently "career" in the 21st century references a working

existence: the series of jobs or positions by which one earns one's bread.

A chosen pursuit; a profession or occupation.

The general course or progression of one's working life or one's professional achievements: an

officer with a distinguished career; a teacher in the midst of a long career.

Career growth:

Career growth, means an individuals development in his chosen career. It can be in the form of

higher designation or a better income. This growth may or may not have a direct impact on the

organizational development.

Transition:

Transition means job change. The problems faced by executives during their mid career are many.

One of the problems is when there is a job change during their mid career. This may also include

the factors that provoke them for a job change. It maybe due to the technological changes, which

might have been difficult for him to cope up or when he is stuck between the well polished top

level managers and low level fresher.

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Job Transitions:

These days, employees change jobs about as often as professional ballplayers change teams, and

pretty much for the same reasons: A better opportunity to succeed, a more pleasant venue. And, oh

yeah, there is always the prospect of making more money.

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1.2 OBJECTIVES

To study the causative factors for mid-career transition and their impact on mid-career

professionals.

To study the coping mechanism adopted by professionals to overcome mid-career

transition.

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1.3 SIGNIFICANCE ON THE STUDY

These days, employees change jobs about as often as professional ballplayers change

teams, and pretty much for the same reasons: A better opportunity to succeed, a more pleasant

venue. And, oh yeah, there is always the prospect of making more money. Not that there's anything

wrong with that. Sure, the staff directory gets outdated as soon as it's slipped into the mail slots.

But with the 'company man' concept clearly pass, talented employees are taking advantage of in-

demand status to leap from one job to another--sometimes plotting a future move before they've

even had a chance to work out in the new corporate fitness center. But changing jobs during mid-

career is different from normal job change as they have a lot of factors which need to be

considered while changing jobs and which might also force them to change their current jobs.

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1.4 STATEMENT OF THE PROBLEM

An increasing number of corporate managers in their forties have an all pervasive fear of being

seen as dinosaurs. Nearly half of the middle managers in India are either in the middle of a job

change or are planning to quit their jobs for a new one shows the results by Accenture. So this

study emphasizes on what are the major factors that affect them in the mid-career.

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1.5 RESEARCH METHODOLOGY

Research Methodology is a systematic way of solving a particular research problem. It is a method

adopted by researcher to conduct a study on a problem and find solutions. In this study the

researcher follows a methodology to collect factual data and draw inference on the study.

The reason for selecting such a topic was,

Mid-career transition is different from normal job change because professionals in the mid-

career have a lot of responsibilities when compared to those who are just fresher in the

industry.

No study is conducted on the above topic earlier. These were studies that focused on mid-

career crisis but such a topic was not carried out earlier.

Research design:

The research design followed in this study is a descriptive research design. This research design

helps the researcher to get into deeper aspects of a study. Thus helping the researcher to understand

the facts of the study.

Operational Definitions:

Job satisfaction:

In this study the job satisfaction means the level of satisfaction every respondent has on his job.

This is considered as one of the factors for transition on which the questions are posed to the

respondents

Psychological factor:

In this context of study, a psychological factor is considered as another factor for transition. Here

in this the respondent is questioned on when he is affected by any psychological factor like ego

conflict or any misunderstanding with the job which makes him transit his job.

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Physiological factor:

In this study, physiological factor is one factor for transition where the respondent is questioned on

whether the surrounding physical environment like family and place makes him transit jobs.

Personal growth:

In this study this is considered as another factor for transition. When his personal growth is not as

expected or when he is stagnated in the particular job will he transit jobs?

Knowledge up gradation:

This is one another factor for transition where the respondent is questioned on whether knowledge

up gradation like not updating with the knowledge like current market scenario or when he feels he

needs to learn more makes him transit jobs.

Ranking:

Ranking in this context is taken as coping mechanism where the respondent has ranked the

probable coping mechanism for this particular study on mid-career transition.

Sample size:

The sample size is a representation of the universe. In this study the sample size is 60.

Sampling technique:

The sampling technique followed in this study is a stratified random sampling. In this the sample is

collected from the respondents who belong to the age group of 30-45. Stratified random sampling

is where the researcher collects the sample from a particular category of respondents.

Field of study:

As the study focuses on HR professionals the field of study is restricted only to HR professionals

with a particular age category.

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CHAPTER IIREVIEW OF LITERATURE

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REVIEW OF LITERATURE

As explained in the earlier chapter, career is a chosen pursuit, a profession, or occupation

Keeping that in mind, Leach and Chakiris has elaborated on three types of careers:

1. Linear form

2. Free form,

3. Mixed form.

1. Linear careers follow the traditional pattern of education-work-retirement.

2. Free-form careers include work for pay (such as permanent or temporary part-time jobs,

consulting, and entrepreneurial activity) or unpaid work.

3. Mixed-form careerists are involved in transitions between linear and free-form patterns.

The temporarily or permanently unemployed, underemployed, and those undergoing training or

retraining in preparation for a career fall into this category.

Mid-Career Transition:

I have been good at work, honest and hardworking, yet I am not recognized by my company."

This is a typical statement of an executive going through a mid-career crisis, says Mumbai-based

psychiatrist Dr Harish Shetty. "There is a sense of meaninglessness among them, resulting in a

value crisis," says Shetty whose patients include many such professionals.

As employees spend a considerable amount of time at the work place, stimulation and motivation

in any form go a long way in helping them get rid of the feeling of low self-esteem. A mid-career

crisis could result in not merely a feeling of low-self esteem as an employee but also as an

individual," says Shetty. This feeling would probably become worse if accompanied by uncertainty

about the future.

The psychological study done by Levinson focused on men between the ages of 35 and 45. He

found that about 80 percent of those studied went through a time of personal crisis and re-

evaluation during this mid-career transition. Levinson argued that the 20 percent that did not

encounter a struggle were in a state of denial and would go through this transition later.

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Searching for Satisfaction

Levinson says, Whether you're an early retiree not yet ready to leave the business world or an

unhappy mid-careerist eager to try something new, it's critical that you research career fields to

determine where your level of satisfaction will be high. If you daydream about becoming an open-

road truck driver because you imagine having great freedom to roam the highways and take in the

sights, you'll be rudely awakened by the tight deadlines and incredibly long hours logged by most

truckers.

Before making a switch, however, be sure that the job you have now (or held most recently) isn't

what you really want after all. Perhaps several specific aspects of your work need changing, not the

job itself. A bad boss or heavier workload after company reorganization can turn even the best

position into a horrible chore that you dread waking up to each morning. A lateral transfer into

another department or company location might make the difference. Even volunteering for new

duties or a task force may solve your dilemma as you're exposed to new projects and people.

New Career Shapes

If you're still eager to try something else after reviewing your present direction, you must think of

your career in a new way before starting your search. Dr. Betsy Jaffe, president of Career

Continuum, a New York City career-management consulting firm, has identified five new shapes

that careers are taking in the '90s. By understanding them, you can see where you might fit in best,

and develop a strategy for building on that base.

The New Classic Career

The old corporate career ladder that stretched to the executive suite is gone. Today's career ladder

has fewer rungs and may lay sideways rather than head upward. To survive, let alone advance,

your skills must be portable across many functions, says Dr. Jaffe.

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"Instead of looking to fill a box on an organizational chart, look for situations where you can build

your repertoire of knowledge, skills and experience," she says. "The key is that you must make it

happen." To fare well in a large organization in the '90s, you'll need the abilities to adapt, handle a

steep learning curve and play on ever-changing teams, she says.

The Concentric Career

Imagine a bull's-eye, and you'll see the basis for a concentric career. It is built on a core, such as a

specific business or product line, and grows from there, Dr. Jaffe explains. Your main product (or

area of expertise) is in the center. As you expand your product line (or skills), concentric circles are

added beyond the core. Typical careers in this mode include sales representative and product or

service manager.

One former IBM Corp. employee in Michigan began her second career by developing a line of

home-security items, which she marketed through catalogs. As the business grew, she added guard

services, home-security audits and consulted to businesses on security issues. She expanded on her

core business by weeding out financial losers and adding potential cash cows, says Dr. Jaffe.

The Combination Career

If you enjoy variety and yearn for the chance to balance lots of very different jobs simultaneously,

then you're ready for a combination career. While your resume may look like a hodgepodge of

activities, you can vary your workload and keep boredom at bay.

Professional temps, freelancers, consultants and interim executives are good examples of people

with combo careers, but perhaps the best examples are spouses of executives who are relocated

frequently. They become accustomed to taking part-time jobs, volunteering and starting small

businesses, which all involve some aspect of selling themselves.

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Of course, having a combination career is easier when there's another source of family income and

health-care coverage, but it's not mandatory if you know how to hustle while balancing family

demands.

The Contingency Career

The typical contingency career resembles the broken lines on a highway, says Dr. Jaffe, because

it's full of stopgaps and backtracks to earn money while hoping to get a break doing what you love.

We've all heard about actors and musicians who wait tables and work in bookstores while

auditioning and building a portfolio. Now many white-collar professionals are doing it, too, before

making a major career change.

The Concurrent Career

If you can balance two totally separate careers at the same time, then you're a prime candidate for a

concurrent career. The obvious example is someone who holds down a full-time job while earning

a college or graduate-school degree. But other examples include an art director at a Texas

advertising agency who also designs and sells t-shirts to local merchants, and a bank executive

who leads paid fishing expeditions in the wilds of Wisconsin every weekend.

Work vs. Family

Seeking a balance between work demands and family life may be your most important

consideration when deciding to change careers. In fact, it could be your principal motivation for

making a switch. But if you haven't really considered the repercussions of your potential

realignment on your family, you'd better start now. You may be suffering high anxiety as you test

new waters, but rest assured that your spouse and kids will be equally stressed. Even if you aren't

married, friends and relatives may wonder what you're up to and how they can help, so it pays to

discuss your plans with people close to you before taking action.

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There are many specific work/family questions you should answer when weighing new career

directions. The four most important, according to Stephen George, a vice president with MD

Resources, a Miami-based health-care recruiting firm, are:

* How many hours per week do I want to work?

* How much do I need to earn to live comfortably?

* Will I be satisfied with the social status of my new company, position and title?

* How complex does my new career need to be to keep me challenged?

In addition to balancing work and family demands, Mr. George suggests balancing your need for

interaction with others with your desire (or lack of) to work with technology.

"Most positions are either people-oriented, technology-oriented or include an equal share of

dealing with people and technology," he says. "If you relish product features and changes, then

target a technology-driven industry. If you prefer dealing with people more than performing certain

tasks, choose a career where you'll interact personally with others. And, if you like and are

effective in both areas, consider a management position," he says, adding that few jobs are more

complicated--and challenging--than having to motivate others.

Finding the right career balance between technology and people, as well as between her vocation

and the demands of raising a son, were critical issues in each of Judy Koblentz's career changes.

The New Yorker started as a reporter for Forbes Magazine in Manhattan, a job she describes as

"exciting, challenging and a perfect fit for my skills and talents." But after having a child, she

found that trying to work a strenuous schedule and spend time with her son was impossible.

"I realized that I couldn't have it all, so I had to make choices," including the decision to spend the

following four years raising her son. She eventually returned to the work force slowly as a

freelance writer, which led to her first career change: a vice president's position at an investor

relations firm.

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"The job focused on making bad corporate-revenue pictures look good, and I was good at it," says

Ms. Koblentz. "Plus, they agreed that child-rearing was important, so I could work on a flex-time

schedule when I needed to." Culturally, she says, the job was a big step from being a magazine

journalist. "But skill-wise, it really broadened the skills I already had and helped me learn new

ones," she says.

Two years later, another career shift beckoned. Ms. Koblentz was recruited to become a partner at

a Manhattan public relations firm, where she spent another six years. "The firm agreed that child-

rearing was important, so they allowed me to work till 5 p.m. and rarely travel," she explains. "But

I never loved PR as much as journalism or parenting. A piece was missing, so I quit and spent a

year trying to decide what I really wanted to do next."

Following a thorough self-assessment of her likes, dislikes, skills and experiences, Ms. Koblentz

began investigating career options with the fervor of an investigative reporter on the trail of a

swindler. She networked with everyone she could, including a bevy of complete strangers whose

names she was given by other contacts. And she read incessantly, focusing on trade journals and

magazine articles on various careers. The result of her in-depth research? She decided that the

career-guidance field offered all she wanted in a perfect job.

"It's everything I've ever done wrapped up in one. You have to understand interviewing, how

companies work and how to sell yourself and your ideas to others," she says. "You even have to be

a great listener, which is what you learn from parenting."

Now a vice president with Right Associates Inc., a Philadelphia-based outplacement consulting

firm, Ms. Koblentz says the key to her career success was that she was always clear about her

priorities and values.

"You need to be prepared for your career to evolve. I picked up new skills at each step, and given

how the business world continues to evolve, there's no telling where I may show up to contribute

next," she says.

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The Bottom Line

When you've heard from every specialist and processed every fact, you'll find that the most

important issue when deciding to change careers doesn't involve a market basket of plans and

procedures. Instead, it'll be a straightforward decision based on the type of job that would bring

you the most happiness and greatest fulfillment.

With this in mind, Philadelphia career consultant and author Douglas B. Richardson explains that

most career changers are faced with two options: "You can bag your existing set of technical skills

and acquire a new set, like the person who used to be a pharmacist but is now a CPA. Or, you can

bag your old set of technical skills and redefine yourself in terms of your transferable abilities,"

like the writer who moved from a brokerage firm to a movie studio. In either case, old stereotypes

don't apply anymore, he says, and the job market will be forced to look at you through new eyes.

Basic job criteria that people want and look for when changing jobs includes:

Good pay

Decent hours

Job security

Opportunities to use and expand your skills, abilities, and expertise

To feel challenged

To have input on decisions that affect you

To have your opinions taken seriously

Enough variety to feel stimulated

Room for advancement

Respect from co-workers and superiors

Friendly, cooperative workplace relationships

Pride in the work you do and the workplace with which youre associated

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When you decide you want to change jobs (or need to, due to such out-of-your-control

circumstances as downsizing or relocation), mental health professionals are equipped to help you

in your efforts. You dont have to be anxiety-ridden, depressed, or completely "stressed out" to

benefit from the insight, care and objectivity therapy can provide. A therapist can help you define

your goals, evaluate your options, strategize your efforts, and work on any personal issues that

might be getting in the way of confidently and successfully accomplishing job change.

You may be feeling apprehensive about whether or not your current skills can be applicable in a

new field. A therapist can also prove to be extremely beneficial in helping you assess and analyze

your unique personal and work-related skills, offering energized focus and self-confidence to your

career search.

Gaining the fullest possible appreciation of your unique skills can offer invaluable help with

identifying the perfect new career for you. Consider the following suggestions:

1. Make a list of your skills. Instead of referring to a job-label (e.g., I am a salesperson, or I

am a teacher), define yourself instead by elaborating on your special skills (e.g., I am a person

who has a strong track record of meeting challenging goals, or I am especially skilled at creative

and analytical problem solving). As you identify what youre especially skilled at, ask yourself,

What do my friends and co-workers tell me, what special skills do they typically attribute to me?

2. Look at the list of skills youve created for yourself and highlight those that you enjoy, are

especially proud of, and that energize you. Just because you have certain skills doesnt necessarily

mean you enjoy using them or that you want to continue to give them top-priority.

3. Think of what line of work excites you. Perhaps its work you have already done to some

degree in the course of your present job, or it could be something that you have in the past or

currently enjoy doing in your free time, or maybe you know someone who is already involved in

that line of work. Consider whether the personal skills youve identified as the ones you most

value would incline you to be good at this new line of work and whether or not you think this new

work could sustain your long-term dedication.

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4. Ask yourself if you primarily like to apply your skills when working with people (one-on-one?

small groups? large groups?), or with things (e.g., machines, construction), or with ideas (e.g.,

research, conceptual development).

5. Consider things youve done in the past that youve especially enjoyed doing, including

hobbies, fields of study, and recreation. Ask yourself what you especially liked about these things,

what you still like, and which of your special skills can or do become engaged when youre

involved in those activities.

6. Analyze the problems or challenges your skills have helped solve for an employer. For

example, thanks to your special skills, did the quality of service increase, or did new concepts get

formulated, or did profits increase, or?? Consider the contributions your special skills have made

and how and if you want to continue directing your energies in these directions.

7. Ask yourself, Among all the people Ive met, know, or have heard about, whose job I would

like to have? Research the skills it takes to do that job--then consider whether you already have

those skills or whether gaining those skills is feasible for you (e.g., accomplished during specific

training or education that youre willing to undertake).

While leaving a company after a year doesn't bear the stigma of decades ago, it's never advisable

for an executive to burn bridges upon departure. After all, the constant office shuffle means you

may someday be seeking another job with those same bosses. You want to leave with a reputation

as a real pro.

Before changing jobs, ask key questions. Evaluate honestly whether you actually need to move. Doyou watch the clock often? Do you call in sick when you're not? Has your performance slipped

because of poor motivation or incompetence? Do you look forward to going to work? "The best

time to leave a job is when you feel you've outgrown your current job," says psychologist and

career consultant Carole Kanchier, author of Dare to Change Your Job--And Your Life (Jist

Works, 2000). "It no longer provides the rewards or perks you need most."

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If it's time to move on, be as skeptical about a new employer as you are about the current one. Too

often, employees take a "grass is always greener" approach when job hunting. When a new offer

actually comes through, however, it's no longer fantasy time. Get honest answers from employees

about the work culture, productivity demands, and other factors that affect day-to-day life at the

new company. Find out about its fiscal health and business plan.

Does it have a track record of layoffs when times get rough? (Nobody can count on a strong

economy lasting forever.) Visit the company often enough to get a good flavor for the atmosphere.

Says Kanchier: "Avoid the following traps: Working for someone you don't respect. Taking a job

you won't enjoy. Accepting a promotion to a job you don't like for money and prestige. Taking a

job that has poor chemistry."

And here's one fundamental question that too often gets overlooked: Do employees enjoy working

there? After all, the office is where they spend most of their waking hours. You might be

suspicious if everyone there is romantically unattached to anyone outside of work, if the bosses

always spring for free lunches and pizza at night. It could be a sweatshop, allowing no time to get a

life.

Once the decision is made, play it cool with your soon-to-be former company. Don't tip

your hand before the offer is concrete. But, once it's a done deal, don't be wishy-washy about

disclosing your plans either. "Tell your boss as soon as you have the written agreement in your

hands, signed sealed and delivered, not sooner," says executive coach Linda Talley. The author of

Business Finesse (Leadership U Press, 1998), a guide to dealing with sticky workplace situations,

Tally advocates prudence. "Until you have that agreement, the other company can always change

their mind. Make it a point to tell your boss ASAP, considering the above situation so he or she

won't hear it from someone else."

Always be gracious and appreciative in announcing that you're leaving--both in writing and in

conversation. Everyone has workplace gripes. But class acts don't dwell about the small stuff, even

when they have one foot out the door. "Always make it a positive-sounding transition," says HR

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consultant/trainer Deanne Rosenberg, author of A Manager's Guide to Hiring the Best Person for

Every Job (John Wiley & Sons, 2000). "To earn more. Rather than to get away from a tyrannical

boss and the bureaucratic thinking."

How much time should you give? Depends. Certainly enough to finish any important work

assignment, or get it in good enough shape to hand off. Two weeks' notice may sound like

something rooted in Ward Cleaver's day but, in this case, old school still rules. It's simply bad form

to give anything less.

Be proactive during this time; don't flaunt your 'lame duck' status by dogging it. If possible, get

together with the person who will take over your duties and walk through every vital aspect of

your job. "Communicate with your employer," says career consultant Sandy Anderson, author of

Women in Career and Life Transitions (Jist Works, 1999). "Ask what you can do to make the

transition as smooth as possible. Talk to your co-workers, employees that you manage, your

clients, and any vendors or third parties who might be affected by youre leaving. This will ensure

that you leave on a happy note."

Make sure you go out in style. Send personal notes or e-mails to let co-workers and bosses know

how much you grew because of them, Talley advises. Get all the telephone numbers and e-mail

addresses you need before you leave. Those former colleagues can now serve as vital networking

resources. "This is a great way to build bridges at the end of your term," Talley says. "Stay in touch

with your old peers, and also with the boss. Make it a point to have lunch with the old boss. You

always need old friends in new places."

During the transition, don't just show up on your first day of work. If the new company is nearby,

stop in when you get a break. Offer to take home materials to brief yourself on your new duties.

Get familiar with the technology and office protocols. You'll be sending the message that you plan

to be a serious contributor to the company's future success.

Another good idea--time permitting--is to "shadow" someone on the job, Anderson says.

Spend a day with someone on your soon-to-be team. "Ask questions," she says. "Observe what the

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person does on a typical day, and take good notes about the expectations and requirements of the

job, the work environment, and the interactions with other people."

About change and transition:

Change is a psychological process that affects not only groups, but all of the individuals within the

groups.

Unmanaged transition can lead to symptoms such as anxiety, anger, depression, and unnecessary

turnover.

Managing transitions well can heal both individuals and organizations.

There are skilled managers and consultants that are uniquely trained to identify symptoms of

unmanaged transition and to provide leadership in developing strategies yielding a well-managed

transition.

Career Transitions in USA:

Most professionals face mid-career bluesfour or five years into the job and they start getting

haunted by lack of further challenges, disillusionment, etc. This is not just a problem being faced

by individuals but at an organizational level it is directly linked to attrition and productivity

aspects. While one cannot actually compare it with the proverbial seven year itch, the HRdepartments of IT organizations see it as a serious issue which needs attention. Many organizations

are consequently working hard to rejuvenate their relationships with employees at regular intervals.

The HR heads have started active programmes for addressing the issue.

To illustrate this is what Susan has to say about her career

Susan is a human resource specialist in her late 30s. She is in an uncomfortable spot.

"I used to love to come to work, and my performance evaluations showed it. My job was

interesting, and I got a chance to work on some major projects. But things have changed a lot since

our department was reorganized. I have the same boss, but I see some of the new staff getting

those chances I had. Its not just that theyre younger, they are more competitive, too, and I dont

want to face that every day. I dont like what is going on, but I dont know how to change itor

even if I can."

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About mid-life and mid-career:

People in their prime years (30s and 40s) have always been considered the elite of the employment

structure, positioned as they are between inexperienced workers and aging seniors. But in recent

years, there have been dramatic structural changes in the employment market. Unemployment and

forced career changes have become increasingly common among workers in their prime. Even

more worrying is that most of these people in their 30s and 40s are the main sources of income for

their families. If they experience career problems, this could affect the tranquility of their homes

and even society as a whole.

For adolescents, mid-life may appear to begin at 30; for adults in their forties, mid-life may be

something that starts at 50. While most life span specialists place mid-life somewhere between 35

and 65, age is actually only a part of being in mid-life.

More important may be the feelings you have of being between your youth and being a senior

citizen. And what really matters is what you do with those emotions.

For most people, mid-life is a bit of a surprise. Despite what the calendar says, they do not feel

older. But they are also somewhat disconcerted that they are no longer seen as youthful and that

they may have even lost some energy.

There are probably as many reactions to mid-life as there are people in the age span. The approach

a person takes to being a member of this category is tied to their temperament and the value they

place on growing older. If a person is mild mannered and sees aging as associated with gaining

wisdom, mid-life will be a positive experience. On the other hand, if the person is emotionally

volatile and places a lot of value on the virtues of youth, such as looks and strength, mid-life may

be unwelcome and seen as devastating.

Mid-life becomes a crisis when your inability to accept your age and the changes it has brought to

your life becomes the source of severe depression, or appears to be leading to sudden, not well-

thought out (and possibly negative) actions. That is when it can be important to turn to a counselor

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or other mental health professionals. These professionals can't stop the aging process, but can assist

you in coming to terms with those aspects of your life that give you difficulty as you age.

Regardless of the course you take in dealing with mid-life, remember there is much to be gained

during these years. Losing some of the angst of youth can have a calming effect and lead to a

clearer vision of more important dimensions of one's personhood that are worth developing.

Handled correctly, mid-life can be a breath of fresh air as you realize you no longer have to worry

about being relevant or radical in society, and are more free to be just who you want to be instead

of pretending or acting out a role. Although "midlife crisis" is a dominant image, adults experience

cyclical periods of stability and transition throughout life. Sargent and Schlossberg (1988) suggest

that adult behavior is determined by transitions, not age. Adults are motivated to make transitions

by a continual need to belong, control, master, renew, and take stock.

One explanation for transition may be found in Hughes and Graham's (1990) work in developing

the Adult Life Roles Instrument. These researchers identified six life roles (relationships with self,

work, friends, community, partner, and family) that go through cycles of initiation, adaptation,

reassessment, and reconciliation. An individual may be at a different stage in each role

simultaneously. The conflict or lack of congruence between two or more of these role cycles may

spur the process of career change.

Interviews with over 500 adults (Kanchier and Unruh 1988) uncovered differences between

voluntary changers ("Questers") and non changers ("Traditionalists"). Questers viewed jobs or

careers as vehicles for self-expression and growth; they experienced cycles of entry, mastery, and

disengagement. In the disengagement stage, when self-appraisal tells them the intrinsic rewards of

a job no longer satisfy, Questers seek change. In contrast, Traditionalists value extrinsic rewards

(position, power, money, security) that control their career choices. They are generally less

introspective and open to risk than Questers.

Career change has become more socially acceptable as personal fulfillment is more highly

valued. Career decision making is seen as a series of continuous choices across the life span, not a

once-and-for-all event. Thus, careers may be viewed as a spiral sequence of all life roles, with

changes triggered by factors ranging from the anticipated (marriage, empty nest) to unanticipated

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(illness, divorce, layoff) to "nonevents" (a marriage or promotion that did not occur) (Leibowitz

and Lea 1985). Other reasons that people seek change are that their initial career was not their own

choice, their original aspirations were not met, there is insufficient time for other life roles, or the

present career is incongruent with changed values or interests. Longer life expectancy, changing

views of retirement, and economic necessity are other factors.

Personal reactions to transition vary. Whether the career change is voluntary or involuntary, people

may experience a variety of emotions such as fear, anxiety, or a sense of loss. Phases of transition

may include immobilization, denial, self-doubt, letting go, testing options, searching for meaning,

and integration and renewal. The close relationship between career and identify may necessitate

reformulating one's self-concept when making a career change.

Career Changes:

Changing a career is a process that can be fun, self awakening, and can give you a new zeal for

living. Get started today and ask the people who care the most about you to give you the support

you need.

Changing your career at any age can be a little nerve rattling; however, as adults approach the age

of 40 several factors keep many in jobs they would otherwise let go. These factors include age

discrimination, opportunity to further education, and much needed encouragement to get started.

After counseling people in their careers for 18 years there are numerous people successfully

change careers after 40.

Here is a simple way for you to get started. Take a blank sheet of paper and draw a very large T on

the paper. Write on the left side of the T, skills or jobs you have most enjoyed over the years. On

the other half of the T, skills or jobs you did not enjoy. Consider your past work history, hobbies,

and volunteer experiences when filling in your "T" area. Here are a few examples: Working with

people, data, things, instructing others, artistic, mechanical, scientific, managing, influencing,

sales, working with your hands, job location. Be as specific as you can with your likes and dislikes.

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Job and Career Changes among professionals in India

Job and career changes are increasingly common due to the uncertainties of the economic

environment, technological changes, and new attitudes toward work. The more drastic of these

transitions--changing careers--is often linked to the developmental stage of midlife. However, such

changes are not limited to that age group. In fact, recent research and theory are moving away from

age-related developmental models toward more individually determined stages. Other researchers

are questioning the validity of linear career development models versus cyclical patterns. Still

others criticize prevailing models for their lack of relevance to women and different cultural

groups.

A Small Case Study about Career Transition:

He's changed his own career, and his experience and training can help you...

I began my career in the nonprofit sector, as executive director of several social service agencies.

Having previously earned an MBA from Columbia University and an MSW from Hunter College,

I had an unusual background which prepared me for work in both finance and counseling.

When Mayor Ed Koch took office, shortly after New York Citys brush with bankruptcy in the mid

1970's, I decided I wanted to use my financial background to help the City. I accepted an

opportunity to work as Assistant to the Mayor, which led to my appointment initially as Deputy

Commissioner and then as Commissioner for Economic Development for New York City.

During my tenure, my department accomplished a great deal, including the South Street Seaport

development, the revitalization of Times Square and the conversion to industrial use of the 100-

acre Brooklyn Army Terminal, which had been vacant for over a decade.

After the mayors re-election, I moved into investment banking, accepting a job with Lehman

Brothers, Inc. as vice president for corporate finance. I worked on mergers, acquisitions and

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refinancings, including the merger of Gulf Oil Corporation with Cities Service, which generated

Lehman Brothers largest fee ever (up to that time).

The work was gratifying but extremely intense, and I found myself sacrificing too many other

areas of my life. I decided that, to have the kind of full and balanced life I wanted, I would need to

find work that brought together my skills and values. (This struggle was documented in a Sunday

New York Times Magazine feature article).

I wanted to run my own business. After a great deal of research I decided to focus on real estate,

particularly the development of middle and low income housing, which used my financial skills for

a socially worthy goal. I formed a partnership with two associates that has achieved extraordinary

success in this area for the past 20 years.

Over the years, many people dissatisfied with their current careers have asked me to share my

experience transitioning into new areas of work. I decided that to be truly helpful I would need to

go into this more deeply, and I received additional training in behavior, values and goals

assessment. I believe that my background in both business and counseling can be broadly applied

to many work situations. However, I can bring particular direction and clarity to people in the

financial services industry--banking, investment banking, real estate, insurance, and accounting.

Job and career changes are increasingly common due to the uncertainties of the economic

environment, technological changes, and new attitudes toward work. The more drastic of these

transitions--changing careers--is often linked to the developmental stage of midlife. However, such

changes are not limited to that age group. In fact, recent research and theory are moving away from

age-related developmental models toward more individually determined stages.

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CHAPTER III

ANALYSIS

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ANALYSIS AND INTERPRETATION OF DATA

FREQUENCY TABLE

Table No. 1

Respondent by their Nature of Job

Nature of Job Frequency Percent

Specialized HR 27 45%

Generalist HR 33 55%

Total 60 100%

The above table describes the distribution of respondents by their nature of job.

It can be seen from the above table that majority of the respondents are doing a generalist role in

HR and the remaining a little more than two fifth(55%) of the respondents are doing a specialized

role. Thus it can be inferred that majority of the respondent are doing a generalist role in HR,which also means that most of the respondents in their mid-career are doing a generalist role rather

than a specialized role.

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Table No. 2

Respondent by their Designation

Designation Frequency Percent

Senior Profile 31 52%

Junior Profile 29 48%

Total 60 100%

The above table shows the distribution of respondents by their job designation.

It can be seen from the table that a little more than half (52%) of the respondent are come under the

category of senior profile and the remaining a little less than half (48%) of the respondents come

under the category of junior profile. Thus it can be inferred that the respondents are equally poised

among the senior and junior profile.

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Table No. 3

Respondent by their Age

Age Frequency Percent

Below 35 years 18 30%

Above 35 years 42 70%

Total 60 100%

The above table displays the distribution of respondent by their age.

It can be found that a most (70%) of the respondent are above 35 years of age and a little less than

one third (30%) of the respondent are below the age of 35. Thus it can be inferred from the tablethat mid-career means professionals who are more than the age group of 35.

Table No. 4

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Respondent by their Educational Qualification

EducationalQualification

Frequency Percent

Graduation 15 25%

Post Graduation 45 75%

Total 60 100%

The above table shows the distribution of respondent on the basis of their educational qualification.

It can be seen that three fourth (75%) of the respondents have completed their post graduation and

the remaining one fourth (25%) of the respondents have only completed their graduates. Thus we

can infer that most of the respondents belong to the post graduate level which also means that the

respondents at this age have completed their post graduation.

Table No. 5

Respondent by their Years of Experience

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Years Of

ExperienceFrequency Percent

Below 12 Years 22 37%

Above 12 Years 38 63%

Total 60 100%

The above table shows the distribution of respondents by their years of experience.

It can be found from the table that a little more than two third (63%) of the respondent have below

12 years of experience and the remaining one third (37%) of the respondent have more than 12

years of experience in the industry. Thus it can be inferred that two third of the respondents have

more than 12 years of experience in the industry which also means that the professionals in their

mid-career are having more than 13 year of experience

Table No. 6

Respondents by their Number of Family Members

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Number Of Family

MembersFrequency Percent

Below 4 members 30 50%

Above 5 members 30 50%

Total 60 100%

The above table shows the distribution of respondents on the basis of the number of family

members.

It can be understood that the distribution of respondents is equally divided between below 4

members and above 5 members in the family. Thus it can be inferred from the table that the

distribution of respondents on the basis of the family members are equally poised among each

other which also means that the respondents follow small family norms

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Table No. 7

Respondent by their Salary

Income (per

month) in Rs.

Frequency Percent

Below 20000 4 7%

Above 20000 56 93%

Total60 100

The above table shows the distribution of respondents on the basis of their salary.

It can found that almost all the respondents (93%) have their salary above 20000/- and negligible

amount of respondents (7%) are earning a salary below 20000/- Thus it can be understood that,

since the topic focuses on mid-career, the professionals fall under the high-income category.

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RESPONDENTS LEVEL OF JOB SATISFACTION

Table No. 8

Respondent by their Job Satisfaction

Level Of

SatisfactionFrequency Percent

High 25 42%

Low 35 58%

Total 60 100%

The above table shows the respondent based on their level of satisfaction

The table shows that majority (58%) of the respondents are highly satisfied with their job and the

remaining more than two fifth (42%) of the respondents are not very much satisfied with the

current job. Thus it can be found that majority of the respondents are satisfied with the job which

also means that the professionals at this age are satisfied with the job.

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Table No. 9

Distribution of Nature of Job and Job Satisfaction

Nature of Job

Job Satisfaction

TotalHigh Low

Specialized HR12

(44%)

15

(56%)

27

(100%)

Generalist HR13

(39%)

20

(61%)

33

(100%)

Total25

(42%)

35

(58%)

60

(100%)

Chi-square value: 0.156

d.f. 1

The above table shows the distribution of nature of job and job satisfaction.

From the table we can understand that among the category of specialized HR, majority (56%) of

the respondents have a low level of satisfaction and the remaining more than two fifth (44%) of the

respondents have a high level of job satisfaction. When you analyze the generalist HR category we

can find that vast majority of the respondents (61%) have a low level of job satisfaction and the

remaining little less than two fifth (39%)of the respondents who belong to the generalist HR role

have a high level of job satisfaction.

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However when you compare the level of job satisfaction, the respondents who belong to the

specialized HR are highly satisfied with their job when compared to respondents who are doing a

generalist HR role. But when it comes to low level of satisfaction the respondents who belong to

the generalist HR role have a low level of satisfaction when compared to respondents who belong

to the specialized HR role.

From the table we can infer that job satisfaction is seen low among the generalist HR which also

means that the respondents who belong to the specialized HR are highly satisfied with the job.

From the chi-square we can find that the calculated value is less than the tabulated value, which

means that there is no significant relationship between nature of job, and job satisfaction.

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Table No. 10

Distribution of Designation and Job Satisfaction

Designation

Job Satisfaction

TotalHigh Low

Senior Profile9

(29%)

22

(71%)

31

(100%)

Junior Profile16

(55%)

13

(45%)

29

(100%)

Total25

(42%)

35

(58%)

60

(100%)


d.f.: 1

The above table shows the distribution of designation and job satisfaction.

From the table we can understand that most of the respondents (71%) who belong to the category

of senior profile have a low level of satisfaction and the remaining a little less than one third (29%)

of them are highly satisfied with the job. When you analyze the junior profile category we can find

that majority (55%) of the respondents have a high level of job satisfaction and the remaining a

little more than two fifth (45%) of the respondents have a low level of job satisfaction. However

when you compare the level of job satisfaction, the respondents who belong to the junior profile is

highly satisfied with their job when compared to respondents who belong to the senior profile. But

when it comes to low level of satisfaction the respondents who belong to the senior profile

category have a low level of satisfaction when compared to respondents who belong to the junior

profile. From the table we can infer that respondents of the junior profile are highly satisfied with

the job when compared to the respondents who belong to the senior profile. From the chi-square

we can find that the calculated value is less than the tabulated value which means that there is no

significant relationship between designation and job satisfaction.

Table No. 11

Distribution of Age and Job Satisfaction

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AGE

Job Satisfaction

TotalHigh Low

Below 35

years

8

(44%)

10

(56%)

18

(100%)

Above 35

years

17

(40%)

25

(60%)

42

(100%)

Total25

(42%)

35

(58%)

60

(100%)


d.f.: 1

The above table shows the distribution of age and job satisfaction.

From the table we can understand that among the respondents who are less than 35 years, majority

(56%) of the respondents have a low level of satisfaction and the remaining more than two fifth

(44%) of the respondents have a high level of job satisfaction. When you analyze the respondents

who are above 35 years of age we can find that majority (60%) of the respondents have a low level

of job satisfaction and the remaining two fifth (40%) of the respondents have a high level of job

satisfaction. However when you compare the level of job satisfaction, the respondents below the

age of 35 years are highly satisfied with their job when compared to those who are above 35 years.

But when it comes to low level of satisfaction the respondents above the age of 35 years have a

low level of satisfaction when compared to those who are below 35 years. From the table we can

infer that respondents below the age of 35 years are highly satisfied with the job when compared to

the respondents above the age of 35 years. From the chi-square we can find that the calculated

value is less than the tabulated value which means that there is no significant relationship between

age and job satisfaction.

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Table No.12

Distribution of Educational Qualification and Job Satisfaction

Educational Qualification

Job Satisfaction

TotalHigh Low

Graduation2

(14%)

13

(86%)

15

(100%)

Post Graduation23

(51%)

22

(49%)

40

(100%)

Total25

(42%)

35

(58%)

60

(100%)

Chi-Square value: 3.892 *Yates Correction Calculated

d.f.: 1

The above table displays the distribution of educational qualification and job satisfaction.

From the table we can understand that among the respondents, who have completed their

graduation, most of the respondents (86%) are not satisfied with the job and a negligible amount of

respondents (14%) are highly satisfied with the job. But among the respondents who have

completed their post graduation, a little more than half (51%) of the respondents are highly

satisfied with the job and the remaining less than half (49%) of the respondents are not satisfied

with the job

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However when it comes to level of satisfaction respondents who have completed their post

graduation are highly satisfied with the job when compared to the respondents who have

completed graduation. But when it comes to the low level of satisfaction respondents who have

completed graduation are not satisfied with the job when compared to those who have completed

post graduation.

From the table, we infer that the respondents who have completed post graduation are highly

satisfied with the job, which also means that graduates at this age are not satisfied with the job.

From the chi-square we can find that the calculated value is more than the tabulated value which

means that there is significant relationship between educational qualification and job satisfaction.

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Table No. 13

Distribution of Years of Experience and Job Satisfaction

Years of Experience

Job Satisfaction

TotalHigh Low

Below 12 Years9

(41%)

13

(59%)

22

(100%)

Above 12 Years16

(42%)

22

(58%)

38

(100%)

Total

25

(42%)

35

(58%)

60

(100%)


d.f.: 1

The above table shows the distribution of years of experience and job satisfaction.

From the table we can understand that majority of the respondents who have below 12 years of

experience, majority (59%) of the respondents have a low level of satisfaction and the remaining

more than two fifth (41%) of the respondents have a high level of job satisfaction. When you

analyze the respondents who have more than 12 years of experience we can find that vast majority(58%) of the respondents have a low level of job satisfaction and the remaining two fifth (42%) of

the respondents have a high level of job satisfaction. However when you compare the level of job

satisfaction, the respondents who have above 12 years of experience are highly satisfied with their

job when compared to respondents who have more 12 years experience. But when it comes to low

level of satisfaction the respondents who have less than 12 years of experience have a low level of

satisfaction when compared to those who have more 12 years of experience. From the table we can

infer that respondents who have more than 12 years of experience are highly satisfied with the job

when compared to the respondents who have above 12 years of experience. From the chi-square

we can find that the calculated value is less than the tabulated value which means that there is no

significant relationship between years of experience and job satisfaction.

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Table No. 14

Distribution of Number of Family Members and Job Satisfaction

Family Members

Job Satisfaction

TotalHigh Low

Below 4 members14

(47%)

16

(53%)

30

(100%)

Above 5 members11

(37%)

19

(63%)

30

(100%)

Total

25

(42%)

35

(58%)

60

(100%)


d.f.: 1

The above table shows the distribution of number of family members and job satisfaction.

From the table we can understand that respondent who have less than 4 members in the family,

majority (53%) of the respondents have a low level of satisfaction and the remaining less than half

(47%) of the respondents have a high level of job satisfaction. When you analyze the respondents

who have more than 5 members in the family, we can find that two third (63%) of the respondents

have a low level of job satisfaction and the remaining little more than one third (37%) of the

respondents have a high level of job satisfaction. However when you compare the level of job

satisfaction, the respondents who have less than 4 members in the family are highly satisfied with

their job when compared to respondents who have more than 5 members in the family. But when it

comes to low level of satisfaction the respondents have more than 5 members in the family have a

low level of satisfaction when compared to those who have less than 4 members in the family.

From the table we can infer that respondents who have less than 4 members in the family are

highly satisfied with the job when compared to the respondents who have more than 5 members in

the family.

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Table No. 15

Distribution of Salary and Job Satisfaction

Income (per month) in

RS.

Job Satisfaction

TotalHigh Low

Below 200003

(75%)

1

(25%)

4

(100%)

Above 2000022

(39%)

34

(61%)

56

(100%)

Total

25

(42%)

35

(58%)

60

(100%)

Chi-square value: 1.959 *Yates Correction Calculated

d.f.: 1

The above table shows the distribution of salary and job satisfaction.

From the table we can understand that the respondents, who earn below Rs.20000, three fourth

(75%) of the respondents have a high level of satisfaction and the remaining one fourth (25%) of

the respondents have a low level of job satisfaction. When you analyze the respondents who earn

above Rs.20000, we can find that majority (63%) of the respondents have a low level of job

satisfaction and the remaining a little less than two fifth (39%) of the respondents have a high level

of job satisfaction.

However when you compare the level of job satisfaction, the respondents who earn below

Rs.20000 is highly satisfied with their job when compared to respondents who earn above

4Rs.20000. But when it comes to low level of satisfaction the respondents who earn above

Rs.20000 have a low level of satisfaction when compared to respondents who earn below

Rs.20000.

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From the table we can infer that respondents who earn below Rs.20000 are highly satisfied with

the job when compared to those who earn more than Rs.20000.

From the chi-square we can find that the calculated value is less than the tabulated value which

means that there is no significant relationship between age and job satisfaction.

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Table No. 16

RESPONDENTS LEVEL ON PSYCHOLOGICAL FACTORS

Psychological as a Factor for mid career transition

Level of Effectiveness Frequency Percent

High 35 58%

Low 25 42%

Total 60 100%

The above table shows the distribution of respondent according to the psychological factor as a

major factor for mid-career transition.

The table shows that more than half (58%) of the respondents are highly affected by psychological

factor when it comes to transition whereas more than two fifth (42%) of the respondent are notaffected by this factor for transition.

Thus it can be inferred that the respondents feel that psychological factor is also one the major

factors for transition. Which means that majority of the respondents is affected by this factor.

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Table No. 17

Distribution of Nature of Job and Psychological Factors

Nature of Job

Psychological Factors

TotalHigh Low

Specialized HR17

(63%)

10

(37%)

27

(100%)

Generalist HR18

(55%)

15

(45%)

33

(100%)

Total

35

(58%)

25

(42%)

60

(100%)


d.f.: 1

The table shows the distribution of nature of job and psychological factor.

From the table, we find that among the respondents who belong to the specialized HR category,

two third (67%) of the respondents are highly affected psychological factor when it comes as afactor for transition and the remaining little less than two fifth (37%) of the respondents are not

affected by this factor. In the generalist HR category majority of the respondents are highly

affected by this psychological factor and the remaining a little more than two fifth (42%) of the

respondents are not affected by psychological factor. However when it comes to level of

effectiveness, respondents who belong to the specialized HR category are highly affected by this

factor for transition when compared to the generalist HR. But when it comes to low level of

effectiveness generalist HR are not affected by this factor when compared to the specialized HR.

Thus we can infer that specialized HR are highly affected by psychological factor as a factor for

transition when compared to the generalist HR. From the chi-square we can find that the calculated

value is less than the tabulated value, which means that there is no significant relationship between

nature of job and psychological factor.

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Table No. 18

Distribution of Designation and Psychological Factors

Designation


TotalHigh Low

Senior Profile15

(48%)

16

(52%)

31

(100%)

Junior Profile20

(69%)

9

(31%)

29

(100%)

Total

35

(58%)

25

(42%)

60

(100%)


d.f.: 1

The table shows the distribution of designation and psychological factor.

From the table we find that among the respondents who come under senior profile, more than half

(52%) of the respondents are not affected by psychological factor and the remaining little less than

half (48%) of the respondents are highly affected by this factor for transition. In the junior profile

category vast majority (69%) of the respondents are highly affected by psychological factor for

transition and the remaining a little less than one third (31%) of the respondents are not affected by

psychological factor for transition.

However when it comes to level of effectiveness, junior profile category are highly affected by this

factor for transition when compared to the senior profile. But when it comes to low level of

effectiveness, this does not affect respondents who belong to senior profile when compared to the

junior profile.

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Thus we can infer that respondents who belong to the junior profile are highly affected by this

psychological factor when compared to the respondents who belong to the senior profile.


means that there is no significant relationship between designation and psychological factor.

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Table No. 19

Distribution of Age and Psychological Factors

AGE


Total

High

Low

Below 35

years

10

(56%)

8

(44%)

18

(100%)

Above 35

years

25

(59%)

17

(41%)

42

(100%)

Total35

(58%)

25

(42%)

60

(100%)


d.f.: 1

The table shows the distribution of age and psychological factor.

From the table we find that among the respondents who are below the age group 35 years, majority

(56%) of the respondents are highly affected by psychological factor and the remaining little more

than two fifth (44%) of the respondents are not affected by this factor for transition.

Where as respondents who belong to the above 35 years category, vast majority (59%) of the

respondents are highly affected by psychological factor for transition and the remaining two fifth

(41%) of the respondents are not affected by psychological factor for transition.

However when it comes to level of effectiveness, respondents who are more than 35 years of age

are highly affected by this factor for transition when compared to the respondents who are less than

35 years of age.

But when it comes to low level of effectiveness respondents who are below 35 years are not

affected by this factor when compared to the respondents who are above 35 years.

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Thus we can infer that respondents who are above 35 years are highly affected by psychological

factor for transition when compared to the respondents who are below 35 years.


means that there is no significant relationship between designation and psychological factor.

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Table No. 20

Distribution of Educational Qualification and Psychological Factors



TotalHigh Low

Graduation8

(53%)

7

(47%)

15

(100%)

Post Graduation27

(60%)

18

(40%)

45

(100%)

Total

35

(58%)

25

(42%)

60

(100%)

Chi-Square value: 0.206

d.f.: 1

The above table displays the distribution of educational qualification and psychological factor.

From the table we can understand that among the respondents who have completed their

graduation, majority (53%) of the respondents are highly affected by psychological factor and a

little less than half (47%) of the respondents are not affected by this factor. But among therespondents who have completed their post graduation, vast majority (60%) of the respondents are

highly affected by psychological factor and the remaining two fifth (40%) of the respondents are

not affected by this factor.

However when it comes to level of effectiveness respondents who have completed their post

graduation are highly affected by psychological factor when compared to the respondents who

have completed graduation. But when it comes to the low level of satisfaction respondents who

have completed graduation are not affected by this factor when compared to those who have

completed post graduation.

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From the table, we infer that the respondents who have completed post graduation are highly

affected by psychological factor, which also means that graduates are not very much affected by

this factor.

From the chi-square we can find that the calculated value is more than the tabulated value which

means that there is significant relationship between educational qualification and psychological

factor.

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Table No.21

Distribution of Years of Experience and Psychological Factors

Years of

Experience


TotalHigh Low

Below 12 Years12

(55%)

10

(45%)

22

(100%)

Above 12 years23

(61%)

15

(39%)

38

(100%)

Total

35

(58%)

25

(42%)

60

(100%)


d.f: 1

The table shows the distribution of years of experience and psychological factor.

From the table we find that the respondents who have below 12 years of experience, majority

(55%) of the respondents are highly affected by psychological factor for transition and the

remaining little more than two fifth (45%) of the respondents are not affected by this factor for

transition.

When it comes to respondents who have more than 12 years experience, vast majority (61%) of the

respondents are highly affected by this psychological factor for transition and the remaining two

fifth (39%) of the respondents are not affected by psychological factor for transition.

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However when it comes to level of effectiveness respondents who have more than 12 years of

experience are highly affected by this factor for transition when compared to the respondents who

have less than 12 years experience.

But when it comes to low level of effectiveness respondents who have less than 12 years

experiences are not affected by this as a factor for transition when compared to those who have

more than 12 years experience.

Thus we can infer that respondents who have above 12 years experience are highly affected by

psychological factor as a factor for transition when compared to those who have less than 12 years

experience.


means that there is no significant relationship between years of experience and psychological

factor.

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Table No. 22

Distribution of Number of Family Members and Psychological Factors

Family Members


TotalHigh Low

Below 4 Members19

(63%)

11

(37%)

30

(100%)

Above 5 Members16

(53%)

14

(47%)

30

(100%)

Total

35

(58%)

25

(42%)

60

(100%)


d.f.: 1

The table shows the distribution of number of family members and psychological factor.

From the table we find that respondents who have less than 4 members in the family, two third


remaining little less than two fifth (37%) of the respondents are not affected by this as a factor for

transition. Whereas when it comes to the respondents who have more than 5 members in the

family, majority (53%) of the respondents are highly affected by psychological factors for

transition and the remaining a little more than two fifth (47%) of the respondents are not affected

by psychological factor for transition.

However when it comes to level of effectiveness respondents who have less than 4 members in the

family are highly affected by this factor for transition when compared to those who have more than

5 members.

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But when it comes to low level of effectiveness, this does not affect respondents who have more

than 5 members in the family when compared to those who have less than 4 members in the

family.

Thus we can infer that psychological factor is highly prevailing among those respondents who

have less than 4 members in the family when compared to those who have more than 5 members in

the family.


means that there is no significant relationship between number of family members and

psychological factor.

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Table No. 23

Distribution of Salary and Psychological Factors

Income (per Month)

in Rs.


TotalHigh Low

Below 200002

(50%)

2

(50%)

4

(100%)

Above 2000033

(59%)

23

(41%)

56

(100%)

Total35

(58%)

25

(42%)

60

(100%)


d.f.: 1

The table shows the distribution of salary and psychological factor.

From the table we find that the respondents who earn below Rs.20000, the respondents are equally

poised among each other while among the respondents who earn more than Rs.20000, majority


remaining a little more than two fifth (41%) of the respondents are not affected by psychological

factor for transition. However when it comes to level of effectiveness respondents who earn more

than Rs.20000 are highly affected by this factor for transition when compared to the respondents

who earn less than Rs.20000. But when it comes to low level of effectiveness respondents who

earn less Rs.20000 are not affected by this factor for transition when compared to the respondents

who earn more than Rs.20000. Thus we can infer that respondents who earn above Rs.20000 are

highly affected by this as a factor when compared to the respondents who earn below Rs.20000.


means that there is no significant relationship between salary and psychological factor.

Table No. 24

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RESPONDENTS LEVEL ON PHYSIOLOGICAL FACTORS

Physiological as a Factor for mid career transition

Level of

EffectivenessFrequency Percent

High 16 27%

Low 44 73%

Total 60 100%

The above table shows the distribution of respondent according to the physiological factor as a

factor for mid-career transition.

The table shows that most of the respondents are affected by physiological factor for transition

whereas little more than one fourth (27%) of the respondents are not affected by this as a factor for

transition.

Thus it can be inferred that physiological factors is seen very low among the respondents who are

in their mid-career.

Table No. 25

Distribution of Nature of Job and Physiological Factors

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Nature of Job

Physiological Factors

TotalHigh Low

Specialized HR5

(18%)

22

(82%)

27

(100%)

Generalist HR11

(33%)

22

(67%)

33

(100%)

Total16

(27%)

44

(73%)

60

(100%)


d.f.: 1

The table displays the distribution of nature of job and physiological factor.

The table shows that among the respondents who are doing a specialized role in HR, most of the

respondents are not affected by physiological factor for transition while the remaining little less

than one fifth (18%) of the respondent still consider this as a factor for transition. Even among

those who belong to the generalist HR role, two third (67%) of the respondents are not affected by

physiological factor for transition and only one third (33%) of the respondents consider this as a

factor for transition. However when it comes to the level of effectiveness respondents who belong

to the generalist HR consider this for transition when compared to the specialized HR. but when it

comes low level of effectiveness specialized HR are not affected by this as a factor more than the

generalist HR. Thus we can infer from the table that specialized HR are not affected by this as a

factor for transition while the generalist HR are still affected by physiological factor for transition.


means that there is no significant relationship between nature of job and physiological factor.

Table No. 26

Distribution of Designation and Physiological Factors


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Designation TotalHigh Low

Senior Profile8

(26%)

23

(74%)

31

(100%)

Junior Profile8

(28%)

21

(72%)

29

(100%)

Total16

(27%)

44

(73%)

60

(100%)


d.f.: 1

The table shows the distribution of designation and physiological factors

From the table we can analyze that among the respondents who belong to the senior profile

category, three fourth (74%) of the respondents are not affected by physiological factor for

transition and the remaining one fourth (26%) of the respondents are highly affected this as a factor

for transition.

Even among the junior profile category most (72%) of the respondents are not affected by

physiological factor for transition and the remaining little more than one fourth (28%) of the

respondents consider this as a factor for transition.

Whereas when it comes to the level of effectiveness respondents who belong to the senior profile

category are not affected by this factor for transition when compared to the junior profile category.

But when it comes to the high level of effectiveness, respondents who belong to the junior profile

are highly affected this factor for transition when compared to the junior profile.

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Thus we can infer from the table that respondents who belong to the junior profile are highly

affected by physiological factor for transition and the respondents who belong to the senior profile

are not affected by this factor for transition.


means that there is no significant relationship between designation and physiological factor.

Table No. 27

Distribution of Age and Physiological Factors

AGE


TotalHigh Low

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Below 35

years

6

(33%)

12

(67%)

18

(100%)

Above 35

years

10

(24%)

32

(76%)

42

(100%)

Total16

(27%)

44

(73%)

60

(100%)


d.f.: 1

The table shows the distribution of age and physiological factors

From the table we can understand that among the respondents, who belong to less than 35 years of

age, two third (67%) of the respondents are not affected by physiological factor for transition and

one third (33%) of the respondents are highly affected this as a factor for transition. Even among

the respondents who are above 35 years of age, most (76%) of the respondents are not affected by

physiological factor for transition and the remaining little more than one fifth (24%) of the

respondents are highly affected this as a factor. Whereas when we look into the level of

effectiveness respondents who are below 35 years of age are highly affected physiological factor

for transition when compared to those who are above 35 years of age. But when it comes to low

level of effectiveness respondents who are above 35 years of age are not affected by this factor

when compared to those who are less than 35 years of age. From the table we can infer that most

of the respondents who are more than 35 years of age are not affected by physiological factor for

transition, which also means that this factor is visible only among the respondents who are below

35 years of age. From the chi-square we can find that the calculated value is less than the tabulated

value, which means that there is no significant relationship between age and physiological factor.

Table No. 28

Distribution of Educational Qualification and Physiological Factors



TotalHigh Low

Graduation2

(13%)

13

(87%)

15

(100%)

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Post Graduation14

(31%)

31

(69%)

45

(100%)

Total16

(27%)

44

(73%)

60

(100%)

Chi-Square value: 1.176 *Yates Correction Calculated

d.f.: 1

The above table displays the distribution of educational qualification and physiological factors.

From the table we can understand that among the respondents, who have completed their

graduation, most (87%) of the respondents are not affected by physiological factor and negligible

amounts (13%) of respondents are highly affected by this factor. Even among the respondents who

have completed their post graduation, vast majority (69%) of the respondents is not highly affected

by physiological factor and the remaining less than one third (31%) of the respondents are affected

by this factor. However when it comes to level of effectiveness of the respondents who have

completed their post graduation are highly affected by physiological factor when compared to the

respondents who have completed graduation. But when it comes to the low level of effectiveness

respondents who have completed graduation are not affected by this factor when compared to

those who have completed post graduation. From the table, we infer that the respondents who have

completed graduation are not affected by physiological factor, which also means that there is more

level of effectiveness among those who have completed their post graduation. From the chi-square

we can find that the calculated value is more than the tabulated value, which means that there is no

significant relationship between educational qualification and physiological factors.

Table No. 29

Distribution of Years of Experience and Physiological Factors

Years of Experience


TotalHigh Low

Below 12 Years4

(18%)

18

(82%)

22

(100%)

Above 12 years12

(32%)

26

(68%)

38

(100%)

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Total16

(27%)

44

(73%)

60

(100%)


d.f. 1

The table shows the distribution of years of experience and physiological factors

From the table we can understand that among the respondents, who have less than 12 years of

experience, most (82%) of the respondents are not affected by physiological factor for transition

and a little less than one fifth(18%) of the respondents are highly affected this as a factor for

transition. Even among the respondents who have more 12 years of experience, most (68%) of the

respondents are not affected by physiological factor for transition and t

mid career transitions

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