I. resilience is the ability of an individual to

       I.           
ABSTRACT:

          Resilience is the
capability to comeback from drawbacks and shaping towards the certain goal.
Carrier resilience is the ability of an individual to adapt to the changes in
the working environment even during the disruptive situations. In today’s world
it has become very important in any organisation to have innovative ideas and
planning to move competitive in the market so it’s important to the employees
to face the challenges in the organization and step up and build a carrier with
proper opportunities and experiences and aspiration with proper planning. This
paper mainly emphasis on the constituents of career resilience and its impact
on job performance impact
of career resilience on age groups (we can develop further as and when we
get data)

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

Keywords: career resilience, Insurance sector,
employee performance

 

II.           
INTRODUCTION:

                            American Heritage
dictionary defined as (Resilience as the ability to recover quickly from
illness, change or misfortune). Resilience is the process of self-defending or
self-protecting, bounce back, with stand in hard times. HIGGINS (1994), WOLINS (1993).
As Resilience found to be very strong psychological or mental strength which is
very helpful in our social life especially in professional and personal life.
Career Resilience has a greater impact on employees, career and their job
performance. Resilience is not something that we born with instead we have to
acquire and practice “HUMAN SOLUTIOND HUMMANIS,2013″.Carrer Resilience ,exactly
is the capability to maintain balance in the works place unfavourably it can be
viewed as any absence demanding , challenging and hard period that is meet in
practice(JACKSON AND OTHERS ,2007).Career Resilience  role in copying with reality shock and
copying with changes and being optimistic about future could prevent the
experience of reality shock(MAKIKO KODMA).
Career resilience is seen as the ability to adapt to changing environments,
coping with adversity and change, while continuing a good attitude in the
course of touching to a state of self-actualisation (Bimrose & Hearne,
2012). Paul and Garg (2014) career resilience as the entity’s capacity to
undergo and improve from dangerous situations, delays, shock and other misfortune,
signifying a high level of determination during harsh conditions Career
resilience is emotional quality that help people manage with chance and clear
the way of career development (KODMA 2015)

Resilience
as the ability to face difficult situations without notable negative
disturbance in functioning. (PEERY,2002). Existing, Recapturing, growing are
the concepts attached with resilience and the platform at which a person may be
during or facing trouble. The concepts of growing refers to person’s capacity
to go wisely his or her real level of functioning and to undergo and function
despite simultaneous display of tough expressions (O ‘LEARY,1998). Resilience
as individual and combination of two or more people where they overcome the
difficult scenarios and challenging aspects (GEMMA ABURN BN MERRYN GOTT MA,
KAREN HOARE,2016). Career Adaptability is a person having advanced set of goals
in the career with proper plans can be beneficial in any situation of their
career where they expect negative shocks and positive shocks which may lead to
adapting their career changing personals, aspiration and fortunes in the career
(MARRY RENAULT NOVILIEST). The
fundamental processes and personalities which include and contribute to
resilience are less well defined. Many people may be tough in improper ways and
one’s resilience may differentiate across one’s lifetime or career (Bonanno
2004).

 

Career or Building
resilient professions can be advanced and healthy through design aimed at
decreasing danger to overcrowding and executive control or authority of impact
of stress and misfortune in the workplace (JACKSON AND OTHERS)2007.). Arrogance
has a boundless impact on the ability to develop career resilient. Fox (1995)
describes seven arrogances that imitate career self-reliance and are essential
to structure a career insurance. Career
administration course will help personnel look after the responsibilities of
their jobs to replicate on the marketability of their services both internal
and external of the company (Hequet 1995). Expansion of career
space,” these features adopted by career resilience proposal the workers
an occasion to make new work measures that recognize the character’s
exceptional residence and state in life, with midlife and elsewhere (Hall and
Mirvis 1995) Emotional resilience is also important in handling sympathy
weakness in veterinary medicine. Empathy weakness of collapse due to the
emotional stresses of caring for others (Figley and Roop 2006)Reality shock is
a major difficulty faced by youth employees when they start work in time which
is known as the Socialization stage(SACHIEN,1978). Graduate fellowship with high
independence had a reserve effect on reality shock (TAYLOR, 1998) Aim to carry
working has been used in many researches examining the negative effect on
career shocks on career development(DHAR,2013). The development of positive relationship in the workplaces helps
in accepting the needs from others are helpful in tackling the reality shocks.

 EMPLYOES
PERFORMANCE is defined as” There is dedication ,fulfilment and
encouragement for the employees and their better performance”(LI AND HAUNG,
2010).If a person is in good job, there is a straight link to
performance(EDWARDS,2010).Sometimes in organization it require to pull the
goals to motivate employees(KEVININEMI IT.AL,2007).Challenges have been
accomplice with difficulties in engaging a viable nursing personnel because
they afford to a working environment that can be skilful as hostile, rude or
stale( JACKSON ET AL.2002, STRACHOTA ET AL.2003). Specific
act is of high significance for organizations and persons similar. Viewing high
act when doing tasks outcomes in satisfaction, spirits of self-efficacy and
mastery (Bandura, 1997; Kanfer ET AL, 2005). Besides, great execution
individuals get encouraged, presented and honoured. Career opportunities for persons who do well are much improved
than those who are modest or little carrying out persons (Van Scotter ET AL,
2000).
Study verified that performance is an energetic concept and that performance
varies within people and fluctuations actively. Full studies are needed that
steadily observe the time frames of such variations and fluctuations (Mitchell
and James, 2001) Ability includes the execution of role necessities that can be
dignified, adaptively refers to the degree of version to variations at the
workplace and proactivity labels the level of self -focused action required to
adjust to fluctuations. Griffin et al. (2007) job performance includes of
complex

sequences
of relating variables affecting to features of the job, the worker and the
atmosphere (Malkovich ET Al, 1991) Workers collect data about the job, the
office and the organisation and determine these factors in order to find the
level of fulfilment. 

(Jex
2002 p.117). Transformational bests inspire their supporters to achieve every
opportunity by inducing them to follow advanced and considerable followers to
exchange their selfishness with organizational interests (Bass, 1985; Bass and
Avolio, 1993).Every administration’s
that are fruitful in encouraging career resilience help workers regularly
measure their services, welfares, morals, and characters so that the workers
have an improved sympathetic of themselves and of the balances in the
organization that provide them the greatest possible thing for completion and
smooth full contribution (Waterman, Waterman, and Collard 1994).You want to be
thoughtful of the future every time, around what you need for your career in
the lengthy period, and about what you can make each and every time, to reach
out there. (Koonce, 1995).

 

 

 

III.           
OBJECTIVES:

 

1.    IMAPACT
OF CAREER RESILIENCE ON JOB PERFORMANCE

2.    TO
FIND OUT THE IMPACT OF CAREER RESILIENCE ON AGE GROUPS

3.     

 

IV.           
SCOPE OF THE STUDY

 

 The study is compact to
the insurance of mysuru district. Out of many employees 50 employees were
selected which includes agents as well as employee’s study is based on their
career resilience and their job performance

 

 V.           
METHODOLOGY

 

To reach the objective the data were
collected from the primary sources, structured questionnaire was prepared to
collect the data from the employees in mysuru district and secondary sources
were reviewed to know the objective of the study. The main tools were used for
analysing the data are REGRESSION, CO-RELATION and ANOVA.

 

 

 

VI.           
RESULTS AND DISCUSSIONS

 

First
objective, i.e., the impact of career resilience on job performance was
analysed based on measurable six dimensions. Each three dimensions are
considered for the measurement of the above two variables. The career
resilience was measured using the three dimensions viz., career adaptability,
career motivation and career build up. Similarly, the job performance was
measured by using personal life, nature of work and employee motivation.
Reliability test (Cronbach’s Alpha) was conducted for these two variables, for
which the data was obtained through the questionnaire.

Reliability
test or consistency test was conducted using the statistical software SPSS
(Software Package for Social Sciences) version 14 and it is tabulated in the
Table 1.1 and Table 1.2. In the Table 1.1 the Cronbach’s alpha values obtained
for the measurement of career resilience with respect to dimensions were more
than 0.60. This value is acceptable level for the small group size of data.
Similarly, the results of Cronbach’s alpha for the job performance is shown in
the Table 1.2 and this value is also acceptable level (more than 0.60).

 

Table
1.1 Reliability Statistics (Cronbach’s Alpha) for the Career Resilience

 

Dimension

Cronbach’s Alpha

 

Career
Adaptability

0.66

 

Career
Motivation

0.65

 

Career Build up

0.63

 

 

 

Table
1.2 Reliability Statistics (Cronbach’s Alpha) for the Job performance

 

Dimension

Cronbach’s Alpha

Personal Life

0.68

Nature of work

0.71

Employee
motivation

0.65

 

Initially,
the relationship between career resilience and job performance is observed by
scatter plot, this will ensure for further establishing the relationship by
using correlation and regression analysis. So, the scatter plot results were
shown in the Figure 1.1 and the data points were confirmed that it has linear
relationship. After confirming this relationship, it has been mathematically
established the relationship by using the correlation and regression analysis.
The correlation results were depicted in the Table 1.3 and 1.4. Pearson
correlation score 0.859 was obtained in the Table 1.4, which shows good
relationship between these two variables.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure
1.1 Scatter plot results for Job performance and Career Resilience

 

Table
1.3 Descriptive Statistics

 

 

Mean

Std. Deviation

N

Job Performance

49.06

3.644

50

Career Resilience

54.50

3.466

50

 

Table 1.4
Correlations

 

 
 
 
 

 

Job Performance

Career Resilience

Job Performance

Pearson Correlation

1

0.859(**)

Sig. (2-tailed)

 

.000

N

50

50

Career Resilience

Pearson Correlation

0.859(**)

1

Sig. (2-tailed)

.000

 

N

50

50

** Correlation is significant at the 0.01
level (2-tailed).

 

Regression analysis results were shown in
the Table 1.5 to 1.7. For this regression analysis variables were considered as
enter method. The model summary has been shown in the Table 1.6 and R value, R
square value and Adjusted R square value has represented in this table. The
adjusted R square value is representing and explaining the model up to 73%. The
association and relationship of job performance and career resilience variables
were explained through the ANOVA in the Table 1.7. The coefficients of
regression were depicted in the Table 1.8. Finally, the regression line was
established using the data obtained in this table. This regression line
mathematically can be written as,

Job performance = 0.903*Career resilience
– 0.161

 

 

 

 

 

 

 

 

Table 1.5
Variables Entered/Removed (b)

 

Model

Variables Entered

Variables Removed

Method

1

Career Resilience (a)

 

Enter

a  All requested
variables entered.


Dependent Variable: Job Performance

 

Table 1.6 Model
Summary (b)

 

Model

R

R Square

Adjusted R Square

Std. Error of the Estimate

1

0.859 (a)

0.738

0.732

1.886


Predictors: (Constant), Career Resilience


Dependent Variable: Job Performance

Table
1.7 ANOVA (b)

 

Model

 

Sum of Squares

df

Mean Square

F

Sig.

1

Regression

480.021

1

480.021

134.901

0.000(a)

Residual

170.799

48

3.558

 

 

Total

650.820

49

 

 

 

a  Predictors:
(Constant), Career Resilience

b  Dependent
Variable: Job Performance

 

Table 1.8
Coefficients (a)

 

Model

 

Unstandardized Coefficients

Standardized Coefficients

t

Sig.

B

Std. Error

Beta

1

(Constant)

-.161

4.246

 

-.038

.970

Career Resilience

.903

.078

0.859

11.615

.000

a Dependent Variable: Job Performance

 

For the second objective
i.e., impact of career resilience on age group of the respondents was analysed
using of ANOVA test. The results were tabulated in the Table 1.9 and Table
1.10. In the Table 1.9, it shows the descriptive statistics of different age
group with career resilience with respect to mean, standard deviation and other
stats. Here the mean of different age groups on career resilience got almost
same.  It is reflected the same in the
Table 1.10 i.e., career resilience on different age groups (between groups) is
not having significant difference with respect to mean. Therefore, Tukey’s post
hoc test is not required for further.

 

                                     Table 1.9
Descriptive Statistics

 

Career Resilience

 

 

N

Mean

Std. Deviation

Std. Error

95% Confidence Interval for Mean

Minimum

Maximum

 

 

 

 

 

Lower Bound

Upper Bound

 

 

Lower Age Gp

21

55.43

3.140

.685

54.00

56.86

51

61

Middle Age Gp

20

53.70

2.774

.620

52.40

55.00

45

57

Higher Age Gp

9

54.11

5.159

1.720

50.15

58.08

42

60

Total

50

54.50

3.466

.490

53.52

55.48

42

61

 

Table 1.10 ANOVA

 

Career Resilience

 

 

Sum of Squares

df

Mean Square

F

Sig.

Between Groups

32.268

2

16.134

1.363

0.266

Within Groups

556.232

47

11.835

 

 

Total

588.500

49

 

 

 

 

 

 

VII.           
CONCLUSIONS:

The
impact of career resilience on job performance was analysed using regression
tool and it was found that, variation of career resilience reflect variation on
job performance is explained more than 90 percent in this model. The
respondents were adopted very well in career resilience so that they perform
job performance excellent. The effect of career resilience on different age
groups were not significant difference i.e., it indicates the adoptability of
career resilience is almost same in the different age groups.

 

x

Hi!
I'm Angelica!

Would you like to get a custom essay? How about receiving a customized one?

Check it out