Douglas T. Hall: Tim is the director of the Executive Development Roundtable and the Morton H. and Charlotte Friedman Professor of Management in the School of Management at Boston University. He is also faculty director of the MBA program. He has served as acting dean and asso­ciate dean of faculty development and faculty director for the master’s pro­grams at the School of Management. He received his graduate degrees from the Sloan School of Management at MIT. He has held faculty positions at Yale, York, Michigan State, and Northwestern universities and visiting posi­tions at Columbia, Minnesota, and the U.S. Military Academy at West Point. Tim’s books include Careers In and Out of Organizations, The Career Is Dead—Long Live the Career: A Relational Approach to Careers, Careers in Organizations, Organizational Climates and Careers, The Two-Career Couple, Experiences in Management and Organizational Behavior, Career Develop­ment in Organizations, Human Resource Management: Strategy Design and Implementation, and Handbook of Career Theory. He is a recipient of the American Psychological Association’s James McKeen Cattell Award (now called the Ghiselli Award) for research design, the American Society for Training and Development’s Walter Storey Professional Practice Award, and the Academy of Management’s Everett C. Hughes Award for Career Research. He is a fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Academy of Management, where he served as a member of the Board of Governors and as president of the Organizational Behavior Division and co-founder and president of the Careers Division. Tim is married to Marcy Crary, and he has three children and five grandchildren.

• Introduction to the SeriesPrefaceAcknowledgmentsPART I: CONTEMPORARY CAREERS1. The Study of CareersThe Changing Context of CareersWhy Study Careers?What Is a Career?A Working Definition of CareerWhy Are Careers Important?Conclusion2. The Protean Career ContractThe Nature of a Psychological ContractThe Nature of the New ContractStages of Adaptation: Three Types of CompaniesContinuous Learning via Psychological SuccessImplications for Organizational Career ManagementQuestions for Further ResearchConclusionPART II. ELEMENTS OF THE CAREER3. Career Choice and Decision MakingEras of Career ResearchMatching People and OccupationsProcess Models: How Are Career Choices Made?How People Choose OrganizationsConclusion4. Life, Career, and Learning StagesAre Career and Life Stages Still Relevant Today?Life StagesSchein′s Model of the Organizational CareerThe Early Career Years: Becoming EstablishedMidlife and Midcareer: Maintenance and ReexaminationA New Stage Model for the Middle and Later Career Years and Beyond: Learning CyclesLater Career and Adjustment Into RetirementSummary of Developmental Needs in Early, Middle, and Late CareerResearch IssuesConclusion5. Predicting Career Effectiveness: PerformanceWhat Is Career Effectiveness?Understanding How the Process of the Career Affects PerformanceResearch IssuesConclusion6. The Protean Career Identity and AttitudesCareer IdentityCareer AttitudesConclusion7. Career Adaptability - R.F. Morrison & D.T. HallWhy Adaptability Is Critical to Contemporary Career DevelopmentObserving the Experience of AdaptabilityA General Model of AdaptabilityAn Integrated Model of AdaptabilityQuestions for Future ResearchConclusion8. Managing Protean Career and Life RolesEarly Work: Interrole Analysis and Dual-Career CouplesProtean Careers and Dual-Career RelationshipsConclusionAppendixPART III: IMPLEMENTING CAREER CONCEPTS9. Reflection: Self-Development for the Growth of Identity and AdaptabilityWhat is Reflection?Reflection: Stereotype Versus RealityHow a CEO ReflectsRelfection in the Heat of BattleIdentity Growth Through Self-ReflectionSteps for Leveraging Learning Through Reflection and Questions for ResearchAppendix10. Toward More Strategic and Self-Directed CareersThe Business Need for a Career Development PlanA Strategic Framework for Career DevelopmentPriorities and Recommendations: Seven Steps to Growth for Career Practice and ResearchSteps for Guiding the Protean Careerist: Questions for Career Self-Reflection or a Career Discussion11. Looking Back at Careers in Organizations and Looking Ahead: Toward More Spiritual CareersLooking Back at Careers in Organizations: Then and Now and Beyond ConclusionReferencesIndexAbout the Author

Douglas T. Hall: Tim is the director of the Executive Development Roundtable and the Morton H. and Charlotte Friedman Professor of Management in the School of Management at Boston University. He is also faculty director of the MBA program. He has served as acting dean and asso­ciate dean of faculty development and faculty director for the master’s pro­grams at the School of Management. He received his graduate degrees from the Sloan School of Management at MIT. He has held faculty positions at Yale, York, Michigan State, and Northwestern universities and visiting posi­tions at Columbia, Minnesota, and the U.S. Military Academy at West Point. Tim’s books include Careers In and Out of Organizations, The Career Is Dead—Long Live the Career: A Relational Approach to Careers, Careers in Organizations, Organizational Climates and Careers, The Two-Career Couple, Experiences in Management and Organizational Behavior, Career Develop­ment in Organizations, Human Resource Management: Strategy Design and Implementation, and Handbook of Career Theory. He is a recipient of the American Psychological Association’s James McKeen Cattell Award (now called the Ghiselli Award) for research design, the American Society for Training and Development’s Walter Storey Professional Practice Award, and the Academy of Management’s Everett C. Hughes Award for Career Research. He is a fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Academy of Management, where he served as a member of the Board of Governors and as president of the Organizational Behavior Division and co-founder and president of the Careers Division. Tim is married to Marcy Crary, and he has three children and five grandchildren.

• Introduction to the SeriesPrefaceAcknowledgmentsPART I: CONTEMPORARY CAREERS1. The Study of CareersThe Changing Context of CareersWhy Study Careers?What Is a Career?A Working Definition of CareerWhy Are Careers Important?Conclusion2. The Protean Career ContractThe Nature of a Psychological ContractThe Nature of the New ContractStages of Adaptation: Three Types of CompaniesContinuous Learning via Psychological SuccessImplications for Organizational Career ManagementQuestions for Further ResearchConclusionPART II. ELEMENTS OF THE CAREER3. Career Choice and Decision MakingEras of Career ResearchMatching People and OccupationsProcess Models: How Are Career Choices Made?How People Choose OrganizationsConclusion4. Life, Career, and Learning StagesAre Career and Life Stages Still Relevant Today?Life StagesSchein′s Model of the Organizational CareerThe Early Career Years: Becoming EstablishedMidlife and Midcareer: Maintenance and ReexaminationA New Stage Model for the Middle and Later Career Years and Beyond: Learning CyclesLater Career and Adjustment Into RetirementSummary of Developmental Needs in Early, Middle, and Late CareerResearch IssuesConclusion5. Predicting Career Effectiveness: PerformanceWhat Is Career Effectiveness?Understanding How the Process of the Career Affects PerformanceResearch IssuesConclusion6. The Protean Career Identity and AttitudesCareer IdentityCareer AttitudesConclusion7. Career Adaptability - R.F. Morrison & D.T. HallWhy Adaptability Is Critical to Contemporary Career DevelopmentObserving the Experience of AdaptabilityA General Model of AdaptabilityAn Integrated Model of AdaptabilityQuestions for Future ResearchConclusion8. Managing Protean Career and Life RolesEarly Work: Interrole Analysis and Dual-Career CouplesProtean Careers and Dual-Career RelationshipsConclusionAppendixPART III: IMPLEMENTING CAREER CONCEPTS9. Reflection: Self-Development for the Growth of Identity and AdaptabilityWhat is Reflection?Reflection: Stereotype Versus RealityHow a CEO ReflectsRelfection in the Heat of BattleIdentity Growth Through Self-ReflectionSteps for Leveraging Learning Through Reflection and Questions for ResearchAppendix10. Toward More Strategic and Self-Directed CareersThe Business Need for a Career Development PlanA Strategic Framework for Career DevelopmentPriorities and Recommendations: Seven Steps to Growth for Career Practice and ResearchSteps for Guiding the Protean Careerist: Questions for Career Self-Reflection or a Career Discussion11. Looking Back at Careers in Organizations and Looking Ahead: Toward More Spiritual CareersLooking Back at Careers in Organizations: Then and Now and Beyond ConclusionReferencesIndexAbout the Author

Douglas T. Hall: Tim is the director of the Executive Development Roundtable and the Morton H. and Charlotte Friedman Professor of Management in the School of Management at Boston University. He is also faculty director of the MBA program. He has served as acting dean and asso­ciate dean of faculty development and faculty director for the master’s pro­grams at the School of Management. He received his graduate degrees from the Sloan School of Management at MIT. He has held faculty positions at Yale, York, Michigan State, and Northwestern universities and visiting posi­tions at Columbia, Minnesota, and the U.S. Military Academy at West Point. Tim’s books include Careers In and Out of Organizations, The Career Is Dead—Long Live the Career: A Relational Approach to Careers, Careers in Organizations, Organizational Climates and Careers, The Two-Career Couple, Experiences in Management and Organizational Behavior, Career Develop­ment in Organizations, Human Resource Management: Strategy Design and Implementation, and Handbook of Career Theory. He is a recipient of the American Psychological Association’s James McKeen Cattell Award (now called the Ghiselli Award) for research design, the American Society for Training and Development’s Walter Storey Professional Practice Award, and the Academy of Management’s Everett C. Hughes Award for Career Research. He is a fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Academy of Management, where he served as a member of the Board of Governors and as president of the Organizational Behavior Division and co-founder and president of the Careers Division. Tim is married to Marcy Crary, and he has three children and five grandchildren.

• Introduction to the SeriesPrefaceAcknowledgmentsPART I: CONTEMPORARY CAREERS1. The Study of CareersThe Changing Context of CareersWhy Study Careers?What Is a Career?A Working Definition of CareerWhy Are Careers Important?Conclusion2. The Protean Career ContractThe Nature of a Psychological ContractThe Nature of the New ContractStages of Adaptation: Three Types of CompaniesContinuous Learning via Psychological SuccessImplications for Organizational Career ManagementQuestions for Further ResearchConclusionPART II. ELEMENTS OF THE CAREER3. Career Choice and Decision MakingEras of Career ResearchMatching People and OccupationsProcess Models: How Are Career Choices Made?How People Choose OrganizationsConclusion4. Life, Career, and Learning StagesAre Career and Life Stages Still Relevant Today?Life StagesSchein′s Model of the Organizational CareerThe Early Career Years: Becoming EstablishedMidlife and Midcareer: Maintenance and ReexaminationA New Stage Model for the Middle and Later Career Years and Beyond: Learning CyclesLater Career and Adjustment Into RetirementSummary of Developmental Needs in Early, Middle, and Late CareerResearch IssuesConclusion5. Predicting Career Effectiveness: PerformanceWhat Is Career Effectiveness?Understanding How the Process of the Career Affects PerformanceResearch IssuesConclusion6. The Protean Career Identity and AttitudesCareer IdentityCareer AttitudesConclusion7. Career Adaptability - R.F. Morrison & D.T. HallWhy Adaptability Is Critical to Contemporary Career DevelopmentObserving the Experience of AdaptabilityA General Model of AdaptabilityAn Integrated Model of AdaptabilityQuestions for Future ResearchConclusion8. Managing Protean Career and Life RolesEarly Work: Interrole Analysis and Dual-Career CouplesProtean Careers and Dual-Career RelationshipsConclusionAppendixPART III: IMPLEMENTING CAREER CONCEPTS9. Reflection: Self-Development for the Growth of Identity and AdaptabilityWhat is Reflection?Reflection: Stereotype Versus RealityHow a CEO ReflectsRelfection in the Heat of BattleIdentity Growth Through Self-ReflectionSteps for Leveraging Learning Through Reflection and Questions for ResearchAppendix10. Toward More Strategic and Self-Directed CareersThe Business Need for a Career Development PlanA Strategic Framework for Career DevelopmentPriorities and Recommendations: Seven Steps to Growth for Career Practice and ResearchSteps for Guiding the Protean Careerist: Questions for Career Self-Reflection or a Career Discussion11. Looking Back at Careers in Organizations and Looking Ahead: Toward More Spiritual CareersLooking Back at Careers in Organizations: Then and Now and Beyond ConclusionReferencesIndexAbout the Author