CHAPTER I INTRODUCTION

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. 2

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.

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 indemand 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 midcareer 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.

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.

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 midcareer 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 midcareer 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.

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.

CHAPTER II REVIEW OF LITERATURE

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 reevaluation 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. 10

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 openroad 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 childrearing 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. 17

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. Do you 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." 18

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 19

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 20

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 HR departments 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." 21

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 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 wellthought out (and possibly negative) actions. That is when it can be important to turn to a counselor 22 being a senior

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 23

(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 100acre 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 25

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.

26

CHAPTER III ANALYSIS

27

ANALYSIS AND INTERPRETATION OF DATA FREQUENCY TABLE Table No. 1 Respondent by their Nature of Job

Nature of Job

Frequency

Percent

Specialized HR Generalist HR Total

27 33 60

45% 55% 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.

28

Table No. 2 Respondent by their Designation

Designation Senior Profile Junior Profile Total

Frequency 31 29 60

Percent 52% 48% 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.

29

Table No. 3 Respondent by their Age

Age Below 35 years Above 35 years Total

Frequency 18 42 60

Percent 30% 70% 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 table that mid-career means professionals who are more than the age group of 35.

Table No. 4 30

Respondent by their Educational Qualification

Educational Qualification Graduation Post Graduation Total

Frequency

Percent

15 45 60

25% 75% 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 31

Years Of Experience

Frequency

Percent 37% 63% 100%

Below 12 Years 22 Above 12 Years 38 Total 60

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 32

Number Of Family Members Below 4 members Above 5 members Total

Frequency

Percent

30 30 60

50% 50% 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

33

Table No. 7 Respondent by their Salary

Income month) in Rs. Below 20000

(per Frequency

Percent

7%

Above 20000

56 60

93% 100

Total

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.

34

RESPONDENTS LEVEL OF JOB SATISFACTION Table No. 8 Respondent by their Job Satisfaction

Level Satisfaction High Low Total

Of

Frequency

Percent

25 35 60

42% 58% 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.

35

Table No. 9 Distribution of Nature of Job and Job Satisfaction Job Satisfaction Nature of Job Specialized HR Generalist HR Total High 12 (44%) 13 (39%) 25 (42%) Low 15 (56%) 20 (61%) 35 (58%) Total 27 (100%) 33 (100%) 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.

36

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.

37

Table No. 10 Distribution of Designation and Job Satisfaction Job Satisfaction Designation Senior Profile Junior Profile Total High 9 (29%) 16 (55%) 25 (42%) 22 (71%) 13 (45%) 35 (58%) Low Total 31 (100%) 29 (100%) 60 (100%)

Chi-square value: 4.212 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

38

Job Satisfaction AGE Below years Above years Total High 35 8 (44%) 35 17 (40%) 25 (42%) Low 10 (56%) 25 (60%) 35 (58%) Total 18 (100%) 42 (100%) 60 (100%)

Chi-square value: 0.082 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.

39

Table No.12 Distribution of Educational Qualification and Job Satisfaction

Job Satisfaction Educational Qualification High 2 (14%) 23 (51%) 25 (42%) Low 13 (86%) 22 (49%) 35 (58%) Total 15 (100%) 40 (100%) 60 (100%)

Graduation Post Graduation Total

Chi-Square value: 3.892 d.f.: 1

*Yates Correction Calculated

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

40

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.

41

Table No. 13 Distribution of Years of Experience and Job Satisfaction

Job Satisfaction Years of Experience High 9 (41%) 16 (42%) 25 (42%) Low 13 (59%) 22 (58%) 35 (58%) Total 22 (100%) 38 (100%) 60 (100%)

Below 12 Years Above 12 Years Total Chi-square value: 0.008 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.

42

Table No. 14 Distribution of Number of Family Members and Job Satisfaction

Job Satisfaction Family Members High 14 (47%) 11 (37%) 25 (42%) Low 16 (53%) 19 (63%) 35 (58%) Total 30 (100%) 30 (100%) 60 (100%)

Below 4 members Above 5 members Total

Chi-square value: 0.617 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.

43

Table No. 15 Distribution of Salary and Job Satisfaction Job Satisfaction Income (per month) in RS. Below 20000 Above 20000 Total High 3 (75%) 22 (39%) 25 (42%) Low 1 (25%) 34 (61%) 35 (58%) Total 4 (100%) 56 (100%) 60 (100%)

Chi-square value: 1.959 d.f.: 1

*Yates Correction Calculated

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.

44

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.

45

Table No. 16 RESPONDENTS LEVEL ON PSYCHOLOGICAL FACTORS Psychological as a Factor for mid career transition

Level of Effectiveness High Low Total

Frequency 35 25 60

Percent 58% 42% 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 not affected 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.

46

Table No. 17 Distribution of Nature of Job and Psychological Factors

Psychological Factors Nature of Job High 17 (63%) 18 (55%) 35 (58%) Low 10 (37%) 15 (45%) 25 (42%) Total 27 (100%) 33 (100%) 60 (100%)

Specialized HR Generalist HR Total

Chi-square value: 0.433 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 a factor 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.

47

Table No. 18 Distribution of Designation and Psychological Factors

Psychological Factors Designation High 15 (48%) 20 (69%) 35 (58%) Low 16 (52%) 9 (31%) 25 (42%) Total 31 (100%) 29 (100%) 60 (100%)

Senior Profile Junior Profile Total

Chi-square value: 2.611 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.

48

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. 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 psychological factor.

49

Table No. 19 Distribution of Age and Psychological Factors Psychological Factors Low High 35 10 (56%) 35 25 (59%) 35 (58%) 8 (44%) 17 (41%) 25 (42%) Total 18 (100%) 42 (100%) 60 (100%)

AGE Below years Above years Total

Chi-square value: 0.082 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.

50

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. 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 psychological factor.

51

Table No. 20 Distribution of Educational Qualification and Psychological Factors

Psychological Factors Educational Qualification High 8 (53%) 27 (60%) 35 (58%) Low 7 (47%) 18 (40%) 25 (42%) Total 15 (100%) 45 (100%) 60 (100%)

Graduation Post Graduation Total

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 the respondents 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.

52

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.

53

Table No.21 Distribution of Years of Experience and Psychological Factors

Psychological Factors Years Experience Below 12 Years Above 12 years Total of High 12 (55%) 23 (61%) 35 (58%) Low 10 (45%) 15 (39%) 25 (42%) Total 22 (100%) 38 (100%) 60 (100%)

Chi-square value: 0.205 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.

54

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. 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 psychological factor.

55

Table No. 22 Distribution of Number of Family Members and Psychological Factors

Psychological Factors Family Members High 19 (63%) 16 (53%) 35 (58%) Low 11 (37%) 14 (47%) 25 (42%) Total 30 (100%) 30 (100%) 60 (100%)

Below 4 Members Above 5 Members Total

Chi-square value: 0.617 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 (63%) of the respondents are highly affected by psychological factor for transition and the 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.

56

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. 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 number of family members and psychological factor.

57

Table No. 23 Distribution of Salary and Psychological Factors Psychological Factors Income (per Month) High in Rs. Below 20000 Above 20000 Total 2 (50%) 33 (59%) 35 (58%) 2 (50%) 23 (41%) 25 (42%) 4 (100%) 56 (100%) 60 (100%) Low Total

Chi-square value: 0.122 d.f.: 1

*Yates Correction Calculated

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 (59%) of the respondents are highly affected by psychological factor for transition and the 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. 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 salary and psychological factor. Table No. 24

58

RESPONDENTS LEVEL ON PHYSIOLOGICAL FACTORS Physiological as a Factor for mid career transition

Level Effectiveness High Low Total

of

Frequency

Percent

16 44 60

27% 73% 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

59

Physiological Factors Nature of Job High 5 (18%) 11 (33%) 16 (27%) Low 22 (82%) 22 (67%) 44 (73%) Total 27 (100%) 33 (100%) 60 (100%)

Specialized HR Generalist HR Total

Chi-square value: 1.667 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. 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 physiological factor. Table No. 26 Distribution of Designation and Physiological Factors Physiological Factors

60

Designation

High 8 (26%) 8 (28%) 16 (27%)

Low 23 (74%) 21 (72%) 44 (73%)

Total 31 (100%) 29 (100%) 60 (100%)

Senior Profile Junior Profile Total

Chi-square value: 0.024 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. 61

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. 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 physiological factor.

Table No. 27 Distribution of Age and Physiological Factors Physiological Factors AGE High Low Total

62

Below years Above years Total

35 6 (33%) 35 10 (24%) 16 (27%)

12 (67%) 32 (76%) 44 (73%)

18 (100%) 42 (100%) 60 (100%)

Chi-square value: 0.584 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 Physiological Factors Educational Qualification Graduation High 2 (13%) 63 Low 13 (87%) Total 15 (100%)

Post Graduation Total

14 (31%) 16 (27%)

31 (69%) 44 (73%)

45 (100%) 60 (100%)

Chi-Square value: 1.176 d.f.: 1

*Yates Correction Calculated

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 Physiological Factors Years of Experience High 4 (18%) 12 (32%) 64 Low 18 (82%) 26 (68%) Total 22 (100%) 38 (100%)

Below 12 Years Above 12 years

Total

16 (27%)

44 (73%)

60 (100%)

Chi-square value: 0.122 d.f. 1

*Yates Correction Calculated

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 the remaining little less than one third (32%) of the respondents are highly affected this as a factor. Whereas when we look into the level of effectiveness, respondents who have more than 12 years of experience are highly affected physiological factor for transition when compared to those who have less than 12 years of experience. But when it comes to low level of effectiveness respondents who have less than 12 years of experience are not affected by this as a factor when compared to those who have more than 12 years of experience. From the table we can infer that respondents who have below 12 years of experience are not affected by this factor for transition, which also means that this factor is more visible among those who have more than 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 physiological factor. Table No. 30 Distribution of Number of Family Members and Physiological Factors Physiological Factors Family Members High 6 (20%) 10 (33%) Low 24 (80%) 20 (67%) Total 30 (100%) 30 (100%)

Below 4 members Above 5 members

65

Total

16 (27%)

44 (73%)

60 (100%)

Chi-square value: 1.364 d.f.: 1 The table shows the distribution of number of family members and physiological factors From the table we can understand that among the respondents, who have less than 4 members in the family, most (80%) of the respondents are not affected by physiological factor for transition and one fifth (20%) of the respondents are highly affected this as a factor for transition. Even among the respondents who more than 5 members in the family, more than two third (67%) of the respondents are not affected by physiological factor for transition and the remaining one third (33%) of the respondents are highly affected this as a factor. Whereas when we look into the level of effectiveness respondents who have more than 5 members in the family are highly affected physiological factor for transition when compared to those who have less than 4 members in the family. But when it comes to low level of effectiveness respondents who have less than 4 members in the family are not affected by this as a factor when compared to those who have more than 5 members in the family. From the table we can infer that respondents who have less than 4 members in the family are not affected by this factor, which also means that it is more affected among those respondents who have more than 5 members in the family. 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 number of family members and physiological factor. Table No. 31 Distribution of Salary and Physiological Factors Physiological Factors Income (Per month) in RS. Below 20000 Above 20000 High 1 (25%) 15 (27%) Low 3 (75%) 41 (73%) Total 4 (100%) 56 (100%)

66

Total

16 (27%)

44 (73%)

60 (100%)

Chi-Square value: 0.006 d.f. 1

*Yates Correction Calculated

The table shows the distribution of salary and physiological factors From the table we can understand that among the respondents, who earn less than Rs.20000, three fourth (75%) of the respondents are not affected by physiological factor for transition and one fourth (25%) of the respondents are highly affected this as a factor for transition. Even among the respondents who earn more than Rs.20000, most (73%) of the respondents are not affected by physiological factor for transition and the remaining little more than one fifth (27%) of the respondents are highly affected this as a factor for transition. Whereas when we look into the level of effectiveness respondents who earn more than Rs.20000 are highly affected physiological factor for transition when compared to those who earn less than Rs.20000. But when it comes to low level of effectiveness respondents who earn less are not affected by this as a factor when compared to those who earn more than Rs.20000. From the table we can infer that majority of the respondents who earn less than Rs.20000 are not affected by this as a factor for transition which also means that it is bit more acceptable among 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 salary and physiological factor. Table No. 32 RESPONDENTS LEVEL ON PERSONAL GROWTH FACTOR Personal Growth as a Factor for mid-career transition

Level Effectiveness

of

Frequency

Percent

67

High Low Total

28 32 60

47% 53% 100%

The table shows the distribution of respondent on the basis of personal growth for transition. The table shows that more than half (53%) of them are not highly affected personal growth as a factor for transition whereas less than half (47%) of the respondents are affected by this as a factor for transition. Thus we can infer that more than half of the respondents are not affected by personal growth as a factor for transition.

Table No. 33 Distribution of Nature of Job and Personal Growth Factor

Personal Growth Factor Nature of Job High 13 (48%) Low 14 (52%) Total 27 (100%)

Specialized HR

68

Generalist HR Total

15 (45%) 28 (47%)

18 (55%) 32 (53%)

33 (100%) 60 (100%)

Chi-square value: 0.043 d.f. 1 The table shows the distribution of nature of job and personal growth. From the table we can understand that among the respondents who are doing a specialized role in HR, a little more than half (52%) of the respondents are not affected by personal growth as a factor for transition and the remaining little less than half (48%) of the respondents are highly affected this as a factor for transition. Even among the respondents who are doing a generalist HR role more than half (55%) of the respondents are not affected by personal growth as a factor for transition and a little less than half (45%) of the respondents are highly affected this as a factor for transition. However level of effectiveness is seen high among the specialized HR when compared to the generalist HR. But low level of effectiveness is seen more in the generalist HR when compared to the specialized HR. Thus we can infer that respondents who are doing a specialized HR role are highly affected personal growth as a factor which means that respondents who belong to the generalist HR role do not take this factor into consideration. 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 personal growth. Table No. 34 Distribution of Designation and Personal Growth Factor

Personal Growth Factor Designation High 12 (39%) Low 19 (61%) Total 31 (100%)

Senior Profile

69

Junior Profile Total

16 (55%) 28 (47%)

13 (45%) 32 (53%)

29 (100%) 60 (100%)

Chi-square value: 1.632 d.f. 1 The table shows the distribution of designation and personal growth. From the table we can understand that among the respondents who belong to the senior profile, vast majority (61%) of the respondents are not affected by personal growth as a factor for transition and the remaining little less than two fifth (39%) of the respondents are highly affected this as a factor for transition. Even among the respondents who belong to the junior profile, majority (45%) of the respondents are not affected by personal growth as a factor for transition and a little more than two fifth (55%) of the respondents are highly affected this as a factor for transition. However level of effectiveness is seen high among those who belong to junior profile when compared to the senior profile category. But low level of effectiveness is seen more among the respondents who are having a senior profile when compared to those who belong to the junior profile. Thus we can infer that personal growth as a factor is seen more among the junior profile respondents and is not taken into consideration among 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 personal growth. Table No. 35 Distribution of Age and Personal Growth Factor

Personal Growth Factor AGE Below years High 35 7 (39%) Low 11 (61%) Total 18 (100%)

70

Above years Total

35 21 (50%) 28 (47%)

21 (50%) 32 (53%)

42 (100%) 60 (100%)

Chi-square value: 0.625 d.f. 1 The table shows the distribution of age and personal growth. From the table we can understand that among the respondents who are less than 35 years of age, vast majority (61%) of the respondents are not affected by personal growth as a factor for transition and the remaining little less than two fifth (39%) of the respondents are highly affected by this as a factor for transition. But the level of effectiveness is seen equally among the respondents who are above 35 years and above. However level of effectiveness is seen high among those who are above 35 years when compared to the respondents who are less than 35 years. But low level of effectiveness is seen more among the respondents who are less than 35 years when compared to those who are above 35 years. Thus we can infer that respondents who are below the age category of 35 years are not affected by personal growth as a factor, which also means that it is seen more among those who are above 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 personal growth. Table No. 36 Distribution of Educational Qualification and Personal Growth Factor Personal Growth Factor Educational Qualification High 4 (27%) 24 (53%) 71 Low 11 (73%) 21 (47%) Total 15 (100%) 45 (100%)

Graduation Post Graduation

Total

28 (47%)

32 (53%)

60 (100%)

Chi-Square value: 2.23 d.f.: 1

*Yates Correction Calculated

The above table displays the distribution of educational qualification and personal growth. From the table we can understand that among the respondents, who have completed their graduation, most (73%) of the respondents are not affected by personal growth factor and a little more than one fourth (27%) of respondents are highly affected by this factor. But among the respondents, who have completed their post graduation, majority (53%) of the respondents are highly affected by personal growth factor and the remaining less than half (47%) of the respondents are not 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 personal growth 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 personal growth factor, which also means that there is more number 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 personal growth. Table No. 37 Distribution of Years of Experience and Personal Growth Factor

Personal Growth Factor Years of Experience High 9 (41%) 19 (50%) 72 Low 13 (59%) 19 (50%) Total 22 (100%) 38 (100%)

Below 12 Years Above 12 years

Total

28 (47%)

32 (53%)

60 (100%)

Chi-square value: 0.463 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, majority (59%) of the respondents are not affected by personal growth for transition and two fifth (41%) of the respondents are highly affected by this as a factor for transition. But it is equally seen among the respondents who have more than 12 years of experience. Whereas when we look into the level of effectiveness, respondents who have more than 12 years of experience are highly affected by personal growth as a factor for transition when compared to those who have less than 12 years of experience. But when it comes to low level of effectiveness respondents who have less than 12 years of experience are not affected by this as a factor when compared to those who have more than 12 years of experience. From the table we can infer that respondents who have below 12 years of experience are not affected by this factor for transition, which also means that this factor is more visible among those who have more than 12 years of experience From the chisquare 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 personal growth. Table No. 38 Distribution of Number of Family Members and Personal Growth Factor

Personal Growth Factor Number Members Below 4 Members Above 5 Members Total of Family High 15 50% 13 43% 28 47% 73 Low 15 50% 17 57% 32 53% Total 30 100% 30 100% 60 100%

Chi-square value: 0.268 d.f. 1 The table shows the distribution of number of family members and personal growth. From the table we can understand that the level of effectiveness is seen equally among the respondents who have less than 4 members in the family. Even among the respondents who more than 5 members in the family, majority (57%) of the respondents are not affected by personal growth for transition and the remaining little more than two fifth (43%) of the respondents are highly affected by this as a factor. Whereas when we look into the level of effectiveness respondents who have less than 4 members in the family are highly affected by personal growth as a factor for transition when compared to those who have more than 5 members in the family. But when it comes to low level of effectiveness respondents who have more than 5 members in the family are not affected by this as a factor when compared to those who have less than 4 members in the family. From the table we can infer that respondents who have more than 5 members in the family are not affected by this factor which also means that it is more seen among those respondents who have less than 4 members in the family. 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 number of family members and personal growth. Table No. 39 Distribution of Salary and Personal Growth Factor

Personal Growth Factor Income (Per month) in Rs. Below 20000 Above 20000 Total High 2 (50%) 26 (46%) 28 (47%) Low 2 (50%) 30 (54%) 32 (53%) Total 4 (100%) 56 (100%) 60 (100%)

74

Chi-square value: 0.019 d.f. 1

*Yates Correction Calculated

The table shows the distribution of salary and personal growth. From the table we can understand that among the respondents, who earn less than Rs.20000, it is seen that the respondents are equally poised between each other. Even among the respondents who earn more than Rs.20000, majority (54%) of the respondents are not affected by personal growth for transition and the remaining little less than half (47%) of the respondents are highly affected by this as a factor for transition. Whereas when we look into the level of effectiveness respondents who earn less than Rs.20000 are highly affected by personal growth as a factor for transition when compared to those who earn more than Rs.20000. But when it comes to low level of effectiveness respondents who earn more than Rs.20000 are not affected by this as a factor when compared to those who earn less than Rs.20000. From the table we can infer that majority of the respondents who earn more than Rs.20000 are not affected by this as a factor for transition which also means that it is bit more acceptable among those who earn less 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 salary and personal growth. Table No. 40 RESPONDENT LEVEL ON KNOWLEDGE UP GRADATION FACTOR Knowledge Up gradation as a factor for mid-career transition

Level Effectiveness High Low Total

of

Frequency

Percent

15 45 60

25% 75% 100%

75

The table portrays the distribution of respondent based on the knowledge up-gradation as a factor for transition. From the table we can understand that three fourth (75%) of the respondent are not affected by knowledge up-gradation as a factor for transition whereas one fourth (25%) of the respondents are highly affected by knowledge up-gradation as a factor for transition. Thus we can infer from the table that most of the respondents are not affected by knowledge up-gradation for transition.

Table No. 41 Distribution of Nature of Job and Knowledge Up gradation Knowledge Up gradation Nature of Job High 9 (33%) 6 (18%) 15 (25%) Low 18 (67%) 27 (82%) 45 (75%) Total 27 (100%) 33 (100%) 60 (100%)

Specialized HR Generalist HR Total

Chi-square value: 1.818 d.f. 1 76

The table shows the distribution of nature of job and knowledge up-gradation. From the table we can understand that among the respondents who are doing a specialized role in HR, two third (67%) of the respondents are not affected by knowledge up-gradation as a factor for transition and the remaining one third (33%) of the respondents are highly affected by this as a factor for transition. Even among the respondents who are doing a generalist HR role most (82%) of the respondents are not affected by personal growth as a factor for transition and only a little less than one fifth (18%) of the respondents are highly affected by this as a factor for transition. However level of effectiveness is seen high among the specialized HR when compared to the generalist HR. But low level of effectiveness is seen more in the generalist HR when compared to the specialized HR. Thus we can infer that respondents who are doing a generalist HR role are not affected by knowledge up-gradation as a factor, which means that respondents who belong to the specialized HR role highly take this factor into consideration.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 knowledge up-gradation. Table No. 42 Distribution of Designation and Knowledge Up gradation Knowledge Up gradation Designation High 4 (13%) 11 (38%) 15 (25%) Low 27 (87%) 18 (62%) 45 (75%) Total 31 (100%) 29 (100%) 60 (100%)

Senior Profile Junior Profile Total

Chi-square value: 5.006 d.f. 1

*Yates Correction Calculated

The table shows the distribution of designation and knowledge up-gradation. 77

From the table we can understand that among the respondents who belong to the senior profile, most (87%) of the respondents are not affected by knowledge up-gradation as a factor for transition and the remaining little more than one tenth (13%) of the respondents are highly affected by this as a factor for transition. Even among the respondents who belong to the junior profile, majority (62%) of the of the respondents are not affected by knowledge up-gradation as a factor for transition and a little less than two fifth (38%) of the respondents are highly affected by this as a factor for transition. However level of effectiveness is seen high among those who belong to junior profile when compared to the senior profile category. But low level of effectiveness is seen more among the respondents who are having a senior profile when compared to those who belong to the junior profile. Thus we can infer that knowledge up-gradation as a factor is seen more among the junior profile respondents and is not taken into consideration among 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 knowledge up-gradation. Table No. 43 Distribution of Age and Knowledge Up gradation

Knowledge Up gradation AGE High Low 16 (89%) 29 (69%) 45 (75%) Total 18 (100%) 42 (100%) 60 (100%)

Less than 35 2 years (11%) More than 35 13 years Total (31%) 15 (25%)

Chi-square value: 2.464 d.f. 1

*Yates Correction Calculated

The table shows the distribution of age and knowledge up-gradation.

78

From the table we can understand that among the respondents who less than 35 years of age are, most (89%) of the respondents are not affected by knowledge up-gradation as a factor for transition and the remaining little more than one tenth (11%) of the respondents are highly affected by this as a factor for transition. Even among the respondents who belong to more than 35 years of age, vast majority (69%) of the respondents are not affected by knowledge up-gradation for transition and a little less than one third (31%) of the respondents consider this as a factor for transition. However level of effectiveness is seen high among those who are above 35 years when compared to the respondents who are less than 35 years. But low level of effectiveness is seen more among the respondents who are less than 35 years when compared to those who are above 35 years. Thus we can infer that respondents who are below the age category of 35 years are not affected by knowledge up-gradation as a factor, which also means that it is seen more among those who are above 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 knowledge up-gradation. Table No. 44 Distribution of Educational Qualification and Knowledge Up gradation Knowledge Up gradation Educational Qualification High 1 (7%) 14 (31%) 15 (25%) Low 14 (93%) 31 (69%) 45 (75%) Total 15 (100%) 45 (100%) 60 (100%)

Graduation Post Graduation Total

Chi-Square value: 2.40 d.f.: 1

*Yates Correction Calculated

79

The above table displays the distribution of educational qualification and knowledge up-gradation. From the table we can understand that among the respondents, who have completed their graduation, all the respondents (93%) are not affected by knowledge up-gradation factor and a negligible (7%) number of respondents are highly affected by this factor. But among the respondents, who have completed their post graduation, vast majority (69%) of the respondents is not affected by knowledge up-gradation factor and the remaining less than one third (31%) of the respondents are not 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 knowledge upgradation 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 knowledge up-gradation has not affected the graduates, which also mean that only considerable amount postgraduates are 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 no significant relationship between educational qualification and knowledge up-gradation. Table No. 45 Distribution of Years of Experience and Knowledge Up gradation

Knowledge Up gradation Years of Experience High 5 (23%) 10 (26%) 15 (25%) Low 17 (77%) 28 (74%) 45 (75%) Total 22 (100%) 38 (100%) 60 (100%)

Below 12 Years Above 12 Years Total

Chi-Square value: 0.096 d.f. 1

80

The table shows the distribution of years of experience and knowledge up-gradation. From the table we can understand that among the respondents, who have less than 12 years of experience, most (77%) of the respondents are not affected by knowledge up-gradation for transition and a little less than one fourth (23%) of the respondents are highly affected by this as a factor for transition. Even among the respondents who have more than 12 years of experience, most (74%) of them are not affected by knowledge up-gradation as a factor for transition and a little more than one fourth (26%) of the respondents are highly affected by this as a factor for transition. Whereas when we look into the level of effectiveness, respondents who have more than 12 years of experience are highly affected by knowledge up-gradation as a factor for transition when compared to those who have less than 12 years of experience. But when it comes to low level of effectiveness respondents who have less than 12 years of experience are not affected by this as a factor when compared to those who have more than 12 years of experience. From the table we can infer that respondents who have below 12 years of experience are not affected by this factor for transition, which also means that this factor is more visible among those who have more than 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 knowledge upgradation.

81

Table No. 46 Distribution of Number of Family Members and Knowledge Up gradation

Knowledge Up gradation Family Members High 8 (27%) 7 (23%) 15 (25%) Low 22 (73%) 23 (77%) 45 (75%) Total 30 (100%) 30 (100%) 60 (100%)

Below 4 Members Above 5 Members Total

Chi-square value: 0.089 d.f. 1 The table shows the distribution of number of family members and knowledge up-gradation.

82

From the table we can understand that, among the respondents who have less than 4 members in the family, most (73%) of the respondents are not affected by knowledge up-gradation as a factor for transition and a little more than one fourth (27%) of the respondents are highly affected by this as a factor for transition. Even among the respondents who more than 5 members in the family, most (77%) of the respondents are not affected by knowledge up-gradation for transition and the remaining little more than one fifth (23%) of the respondents are highly affected by this as a factor. Whereas when we look into the level of effectiveness respondents who have less than 4 members in the family are highly affected by knowledge up-gradation as a factor for transition when compared to those who have more than 5 members in the family. But when it comes to low level of effectiveness respondents who have more than 5 members in the family are not affected by this as a factor when compared to those who have less than 4 members in the family. From the table we can infer that respondents who have more than 5 members in the family are not affected by this factor for transition, which also means that it is more seen among those respondents who have less than 4 members in the family. 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 number of family members and knowledge up-gradation.

83

Table No. 47 Distribution of Salary and Knowledge Up gradation

Knowledge Up gradation Income (Per month) in Rs. Below 20000 Above 20000 Total 15 (27%) 15 (25%) High Low 4 (100%) 41 (73%) 45 (75%) Total 4 (100%) 56 (100%) 60 (100%)

Chi-square value: 0.463 d.f. 1

*Yates Correction Calculated

The table shows the distribution of salary and knowledge up-gradation. From the table we can understand that among the respondents, who earn less than Rs.20000, it is seen that all the respondents are not affected by knowledge up-gradation as a factor for transition. Even among the respondents who earn more than Rs.20000, most (73%) of the respondents are not affected by personal growth for transition and the remaining little more than one fourth (27%) of the respondents are highly affected by this as a factor for transition. 84

Whereas when we look into the level of effectiveness respondents who earn more than Rs.20000 are highly affected by knowledge up-gradation as a factor for transition when compared to those who earn less than Rs.20000. But when it comes to low level of effectiveness respondents who earn less than Rs.20000 are not affected by this as a factor when compared to those who earn more than Rs.20000.

From the table we can infer that majority of the respondents who earn less than Rs.20000 are not affected by this as a factor for transition which also means that it is bit more acceptable among 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 salary and knowledge up-gradation.

85

Table No. 48 Ranking of Coping Mechanisms

COPING MECHANISM Training Re-Skilling Mentoring Management Development Programme E-Learning Assessment Centre Consulting

TOTAL 239 245 278 329 238 183 168

RANK 4 3 2 1 5 6 7

This table shows the distribution of the ranking of the probable coping mechanisms. And their corresponding totals. From the table we can understand that the respondents have ranked management development programme on the top, which is followed by mentoring. Training and re-skilling ranked next. The respondents have ranked e learning, assessment centre and consulting as the last ranking Thus we can infer that management development programme is taken as a very effective coping mechanism whereas consulting is not considered effective coping mechanism for this problem.

86

CHAPTER IV FINDINGS AND SUGGESTIONS

87

4.1 FINDINGS The following are from the study, which is based on the factual data collected. These findings are purely based on the analysis done by the researcher on the topic. Personal Profile: As the topic focuses on mid-career almost all the respondents are in the middle of their career It can also be inferred that the respondents are equally poised among the junior and senior profile category. It can also be understood that the majority of the respondents follow small family norms which also proves that majority of the respondents in the mid-career follow small family norms. Factors for transition: From the analysis we can understand that respondents who belong to the specialized HR are highly affected by job satisfaction, psychological factors, personal growth and knowledge up-gradation. Respondents who belong to the junior profile are affected by all the factors when it comes to transition. Respondents who are less than 35 years are not affected by knowledge up-gradation, psychological factors and personal growth factor. All the respondents who have completed their post graduation are highly affected by all the factors for transitions. Respondents who earn more than Rs.20000 are not affected by psychological factor, physiological factors, personal growth and knowledge up-gradation factor. Psychological factor has affected respondents who have more than 12 years of experience and have more than 5 members in the family.

88

Coping Mechanisms: It can be understood from the ranking that management development programme is a highly effective coping mechanism. It can also be inferred that mentoring is the next effective coping mechanism programme among the professionals. It can be learnt that consulting is not such an effective coping mechanism for the professionals in their mid-career.

89

4.2 SUGGESTIONS The researcher from the study felt that the professionals at this particular age need more attention from the management as well when it comes to any crisis to them during their mid-career. faced by an individual during his mid-life. The researcher feels that the topic should also focus on general transitions, which talks more on job change done by any individual irrespective of his age. There needs to be a holistic study on mid-life crisis which talks more about problems

90

4.3 CONCLUSIONS: It happens to many professionals. You're on a career track you began in your college days, if not before, and suddenly it's ten years later and you're not sure where to go next. Some call it a "midcareer crisis," but it happens at different times for different people. For some it's only 2 years into a career; for others it comes after 25 years in a profession. Most of the middle managers irrespective of their profession are facing problems from the environment and personal life while they are making a transition. This mid-career crisis can be managed only with equal support from the organization. These professionals need support from the organization when it comes to any crisis in their middle age. The mid-career job change is different from normal job change because of the kind of role they play in an organization and the responsibilities that are posed on them at this age.

91

REFERENCES The Age Advantage: Making the Most of Your Midlife Career Transition How to prepare yourself for a Mid-Career Transition Managing Change and Job Transition Ketra Oberlander, Courtesy of www.wetfeet.com Elizabeth Mitchell, Dr. Samuel T. Gladding Joseph Raelin Jean Erickson Walker.

You've Reached Mid-Life, but Is It a Crisis? Personal Career Development for Professionals Journals: Human Capital - Published on April 2004 Websites:

1. Link: http://www.empowermentnow.com/empower/articles/career/

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Appendix
Personal Question: 1. Nature of Job: 2. Designation: 3. Age: 4. Educational Qualification: 5. Years of Experience: 6. Marital Status: 7. Number of Family members: 8. Salary 1. <10000 2. 10000-20000 3. 20000-30000 4. 30000>

Job Satisfaction: 1. I change my job the moment I am dissatisfied. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

2. Stagnation in a particular position makes you to shift your job 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

3. I tend to shift my job when my ideas are not recognized. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

4. I feel like changing my current job the moment am not recognized. 1. Strongly Agree 2. Agree 3. Disagree 93 4. Strongly Disagree

5.

I feel like shifting my job when my freedoms are curbed. 2. Agree 3. Disagree 4. Strongly Disagree

1. Strongly Agree

Psychological Factors: 6. Personal conflicts with a particular person in the company make me to shift my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

7. Misunderstanding with the management makes me to shift my organization. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

8. I change my job when the organizational climate is not adaptable. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

9. When I am not able to adjust with the organizational culture I change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

10. When I am unable to work in a competitive environment I change my job. 1. Strongly Agree Physical Factors: 11. I consider my health as a major factor when I am making a job change. 1. Strongly Agree 2. Agree 3. Disagree 94 4. Strongly Disagree 2. Agree 3. Disagree 4. Strongly Disagree

12. I need to consider my family when I am shifting my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

13. Work stress in my current job makes me to shift my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

14. When I feel my services are no longer needed I change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

15. When I feel it is high time to be with my family I tend to change my job 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

Personal Growth: 16. Better designation makes me to shift my current job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

17. Better salary tempts me to change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

18. When my career growth is not as expected I tend to change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

95

19. Better job opportunity elsewhere makes me change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

20. When am offered a job in a branded company I shift my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

Knowledge Up gradation: 21. When I feel it is high time I need to get exposure in different areas in the same field I will shift my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

22. When I feel am not updated with the current trends I change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

23. When I feel that I am not able to manage my work with the present knowledge I tend to shift my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

24. When I am not able to adjust myself with the working conditions in the organization I change my job. 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree

25. When I feel I am not updated with the current market scenario I need to change my job. 1. Strongly Agree 2. Agree 3. Disagree 96 4. Strongly Disagree

26. Can you rank these Coping Mechanisms on a seven point scale according to their effectiveness on the problem? Activity Training Re-Skilling Mentoring Management Programme E-Learning Assessment Centre Consulting Development Rating

97