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Collard “F (1996) ti SOA ESE A He LAE EE Ds 8K BA ‘PRT ATT SEED TE DLE PUL HE PAL A SEF ARIMEI, ACE EDL IE FAI A FEAL. BLA London (1983) Al Collard( 1996) Ee Ab FA PF BE A eH PRT ABTA MIA ABBE AL AP PE SAAT TE So , BIE LPF PEG , SEPA SERRA TAIN, HEY Collard (1996) fH i PED PAE PAT SEIS FD, EI BRP BA, 47 SE RENO ADAM FE, AIM ext OA BU ALL ESE HAE LSD DERRY A DL Eo A FAS RY TOT ES J RN AE MUR ME (Arthur, Khapova, Wilderom, 2005), PG (B BY HD AFB A TEL UA IE FO IE A TE Id UAE OY AM PP, SC ak BE io th F BEAT BF SE (Dé St XR, 2002; Greenhaus, Parasuraman, Wormley , 1990; SL 3834 , Ati ,2002) Pa WA DL EE AUT. PBEM FETE ALS, JUD MSE 5 AL TH REAL eS HTL HT AR AE SPSPHESTL, SCHEER HET ARR 2 Wik 2.1 Be REA BEE Pe AES PIG ER AT ELS HAUL YA A He MARI I TEBE ALD, RIT Liket BEGGAR AR Ht. BAR TD JASE AEN Lisrel 8.53 A SPSS 15.0. 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RHE Gk Te Se my TY AEE TA REDE TEER BUR) Gu Fl Day (2007 iA WEE te 2a) Ry UL PPE Ag PB eM SSIS HB ARE BR AS ERG TAT RST EB AESE EAHA , SOMITE BUM PPE SE SE TEA ZOE I DABEFE DERI FEMI BR AT BE PEPE MELA STA BERN BMW REDE AE IB MSIE PSF IDL BE SE TE eB mF, A THN SEES Ag a V7 MA REE EPR PPR E (2009 DEFEAT ES DU RE BEATEN Keo Wb, MEA RE THUD HE Ha ae FAST EI DENRA EUR ERED TLE DL, BES PERMA IE KER OS BIL ERY TERA684 2 BA MEEVEE TAD Ho ANUP IE TAB Be H2 188 Te He R+ H+ Waterman, J + A+ Waterman Ail Collard (1994 ) BE CY OE MADE HE) LAE SEAL OA it HEMI SAT” MASS UEOE EME WI TBI RE WEP AAAI BE. ADT RMSE A AAS OL AT EEE Lo PAU BUDE SOL AE VERT BEDE AE BY IF Be SDE 5 ALS Se AT BURL HE TSG PUA TARA SFR PLE, AEE DS ASABE MEH UIA BOE TE. Sh ADEA DM TPE BIE BEDE T SUESCEY XI TEE ARACOILHEBIE SAT BE RAZ APERTURE RT ML WB EE FANT Ae SSRPBAG Ee (HB, EST 2 IER 1 AES aL LDA FI BEG I, EE UE TY mia ABBA REL RL AEBIEROR: PELE UL PEACE RIG, HEIL A a BERG, SE PE Rs io ASOFFELE es BEEF TE BEN BHR TT CDE Bede: , SHAFER HI 360 BER Bh De AOA a TA BEI HEMHE EFS OBE, AE LE ABIL AREAS, SAA be - ID AE FHDB , 2 BEARDIIE RCE» HESh, ABE HAs aD PEARY eR LAE BF MAIDA TP HE oC ADT HE BU. Seam FA. (BUDD). RURAL OMNES RR. SPARE MRR. (2009). AME ORME AIERLI POE RELI HALEN AANA. BAPE. CM: BANE SHIR BHR. (2002). BATEMANS EINE (op-11- 112, 116, 189). aR ANE APIA. LAIR, tse, sett. (2008). aI ALLS oh or A Hee JH. CAKE , 31(2): 268-274. SCH, RADHEE. (2002). ETHAN TARR. AO HEAPEME , 8(4): 32-34. HER, BECH. (2007). TAUREN IE. AeAEd, 9, S1— 3. [HEI ARR. (2002) ABE reiience) EIELE ABE D Ae & 10(4),314~318 [BIE ARR, Bs. (2008) SHEE (Resilience ELBE BLOMALE ,31(4) 995-998, ERK (2005) JMLEA LEIS EDEL) EERIE DE TA BE ZION. 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Journal of Management, 33, 774800.2 _ ARRIETA UL EA SETAE 685 The Effects of Career Resilience on Work Performance and Career Satisfaction Li Xia', Zhang Ling”, Xie Jinyu* ( Zhou Enlai School of Government, Nankai University, Tianjin, 300071) (? School of Business, Nankai University, Tianjin, 300071) @ School of Management, Faden University, Shanghai, 200433) Abstract Career resilience is 2 person’ s ability to adept to changing workplaces, even when the changes are discouraging or disruptive. Since career resilience is e required charecteristic for employees to achieve success in their current and future workplaces, more understanding about the concept of career resilience and how it affects one’s career decision and job behaviors will shed significant fight on designing or improving man power treining program and career counseling. The primery purpose of this study wes, therefore, to explore the effects of career resilience. According to London’ s theory (London, 1983), one with a high level of career resilience vwill demonstrate initiative, purposive action and high performance; however, the counterpart will demonstrate withdrawal, anxiety and confusion (e. g., absenteeism, task avoidance, physical or psychological symptoms of stress, low performance). Thus, we predicted that employees with a higher level of career resilience would achieve higher level of performance than employees with a lower level of cereer resilience. At the same time, Weterman and Collard pointed out that career-resilient individuels had better career self- management sbility and employsbility (Waterman, Waterman, & Collerd, 1994; Collard, Eppetheimer, & Seign, 1996). Thus, ‘we conjectured thet employees with a higher level of career resilience would gein a higher degree of carcer satisfaction then employees with a lower level of career resilience. The sample consisted of 324 managers from 59 electronic related corporations under one information group. The manager's carcer resilience level was meesured with a Career resilience Questionnaire of six factors developed bya Chinese scholar. ‘The demographics variebles and the level of their career satisfaction and performance were meesured with questionnaires, too, The Harman signal fector testing and multitreit-multimethod testing showed thet common method variance was not significant here. When examining the effects of career resilience on performance, the variables of demographics and career satisfaction were controlled, and when examining the effects of career resilience on career satisfaction, the variables of demographics and performance were controlled. Correlation analysis indicated thet the three variables of career resilience, career satisfaction end performance positively correlated with one another. ‘The multiple regression model end the hierarchical regression model were used for testing hypothesis. The Results showed that career resilience yielded statistically significant effects on performance and career setisfaction. Career resilience clone explained 15.2 percent of the verience in performance the variebles of demographics and career satisfaction controlled, and explained 5.9 percent of the variance in career satisfection with the variables of demographics end performance controlled. Although popular and frequent in its appearance in recent business writings, the academic writings of career resilience are far more limited. This study contributes not only to the academic litereture on career resilience but also to our understanding of the effects of career resilience. In eddition, this empirical research provides evidence for the existing career resilience theories and suggests that both organizations and individuals should pay attention to the importance of career resilience, The limitations Of this research and suggestions for future research were lso discussed. Key words career resilience, self reported performance, career satisfaction