Contemporary Business Studies - Academy of Knowledge Process ...

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International Journal of Contemporary Business StudiesVol: 4, No: 2. February, 2013 ISSN 2156-7506Available online at http://www.akpinsight.webs.comFigure 3.1: Employability as a Psycho-social ConstructPersonal AdaptabilityCareer IdentityEmployabilitySocial and Human Capital(Source: Fugate, M., Kinicki, A.J., and Ashforth, B.E. (2004). Employability: A Psycho-social Construct, itsdimensions and applications. Journal of Vocational Behaviour, 65, 14-38)According to Fugate et al. (2004), employability has meaning only when the component dimensions areconsidered collectively rather than independently. In other words, it means that one’s perceived ability toidentify and realize career opportunities (i.e. one’s perceived employability) is derived from their careeridentity, personal adaptability and social and human capital. However, it makes more sense to say thatsocial and human capital cause employability rather than employability causes social and human capital.3.2 Fugate and Kinicki (2008)Objective of Fugate and Kinicki’s (2008) study is to provide an initial validation of a dispositionalmeasure of employability (DME). While many personal characteristics potentially influence thepropensity to identify and realize career opportunities, five dimensions deemed critical and representativeof the active and adaptable nature of dispositional employability were chosen by Fugate et al. (2008):openness to changes at work, work and career resilience, work and career proactivity, career motivationand work identity. Please refer to figure 3.2 below.Figure 3.2: Dispositional Measure of Employability (DME)Openness to Changes at WorkWork and Career ProactivityWork and Career ResilienceDispositionalEmployabilityCareer MotivationWork Identity(Source: Fugate, M., Kinicki, A.J., (2008). A Dispositional Approach to Employability: Development of ameasure and test of implications for employee reactions to organizational change. Journal of Occupationaland Organizational Psychology, 81(3), 503-527)2013©Academy of Knowledge Process 12
International Journal of Contemporary Business StudiesVol: 4, No: 2. February, 2013 ISSN 2156-7506Available online at http://www.akpinsight.webs.com3.3 Bernston (2008)Bernston (2008) adopted an interactionist’s perspective to interpret perceived employability and he arguesthat individual’s perceptions of being employable is affected by both individual and situational factorsthus combine both individualist and situationalist’s points of view. Ekehammar (1974) definedindividualists as those who argue that situational factors have very little impact on the perception of asituation and therefore maintain that perceptions could be looked upon as nothing but individual factors,while situationalists claim the vice versa (as cited in Bernston, 2008).Situational factors discussed include (i) labor market structure, (ii) labor market opportunities, and (iii)organizational factors. While individual resources refer to (i) knowledge and skills (i.e. human capital),(ii) social capital, (iii) attitudes, (iv) demographics, and (v) dispositions. Please refer to figure 3.3 below.This study pointed out the importance of mere employability perception, as feeling employable providesindividuals with a sense of security and control over one’s career, aligned to the concept of employabilitysecurity. Such perception potentially affects the individual’s ability to handle stress, commitment towardsorganizations and proactivity at work (Berntson, 2008). It is important to understand how perceivedemployability affects actual employability, as the outcome or result of employability (i.e. employment) isviewed as the most significant for employees.Figure 3.3: Determinants of EmployabilitySituational FactorsLabour Market StructureLabour Market OpportunitiesOrganizational FactorsIndividual ResourcesKnowledge and SkillsPerceivedEmployabilitySocial CapitalAttitudesDemographicDispositions(Source: Bernston, E (2008). Employability Perceptions: Nature, Determinants and Implications for Health andWell-being2013©Academy of Knowledge Process13
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