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Optimizing job search performance of unemployed job seekers remains a priority for unemployment researchers and practitioners alike. Grit, as a non-cognitive personality trait, may play an essential role in optimizing job search performance. However, grit is largely ignored in the context of unemployment. This chapter first contends that grit interventions should be developed for and implemented in the unemployment context. Secondly, it proposes practical strategies on how job seekers could develop the psychological conditions of grit (interest, deliberate practice, hope, meaning and purpose). Thirdly, it provides an overview of strategies which could be employed to develop a growth-mindset within the unemployed. Finally, it argues how self-determination theory (SDT) could be used to create a need supportive environment which is important to facilitate the job seeker's adherence to, engagement with grit intervention strategies. In doing so, the chapter contributes to the limited literature on grit interventions, in general, but also more specifically in the unemployment context. It also contributes to incorporating SDT principles in the delivery of grit interventions.

Recently, particular attention is being given to grit (as a personality trait) and its associated individual and organisational outcomes. Gritty individuals are more likely to remain interested in achieving their goals over an extended period, despite failure, adversity and setbacks. As a result, literature suggest relationships between grit and outcomes such as career success and performance. However, empirical studies investigating these direct relationships are inconclusive, since findings indicate these relationships as weak to moderate. Although gritty employees might perform better or experience career success, what remains unclear are understanding the theoretical and psychological mechanisms (possible influencing variables) through which grit may lead to performance or career success. Using the distal-proximal framework, the argument are being made that grit as a distal personality trait is unlikely to have a direct effect on work behaviour, but rather indirectly through proximal motivational variables. Thus, for the transformation of distal attributes (e.g. grit) to increase performance, the proximal mechanisms (possible influencing variables) becomes significant. Once such possible proximal- mechanism (influencing variable) that have already been linked with employees’ performance and attachment to their careers, is psychological ownership. Psychological ownership is defined as a cognitive-affective state in which an individual feels a sense of ownership for a target that could be tangible or intangible in nature. Through a review of existing literature, we explore the possible associations or the influencing role that psychological ownership may play in the relationship between grit and employees’ task performance and perceived subjective career success. Based on the distal-proximal perspective we propose that psychological ownership as a proximate, domain-specific flexible psychological construct which may influence both the grit-performance as well as grit-subjective career success relationship. To date, no research has explored these relationships theoretically based on extant literature. Thus, this chapter aims to contribute to the field of career development and talent management by exploring whether grit, as a trait, could play a role in enhancing employees’ task performance and perceptions of career through psychological ownership within an organisational context providing a possible basis for future empirical studies.

An increasing number of women are entering the workforce. Many of them are mothers and are therefore expected to combine motherhood with occupation. However, because of the complexity of these two roles, it is difficult to maintain a successful career and a satisfying personal life, and this difficulty can influence women’s commitment and intention to stay with organisations. Nonetheless, when women perceive this experience as enriching, it can enhance their career wellbeing and positively influence their perceptions of their subjective career success. This chapter describes work-family enrichment (WFE) and subjective career success (SCS), as well as an empirical study that the authors conducted. Given the importance of WFE and SCS for the overall wellbeing of employed women, this chapter’s objective is to explore the possible indirect effect of SCS on the relationship between WFE and two retaining factors (i.e. commitment and turnover intention). The empirical study was based on the quantitative survey data obtained from 240 employed females, and mediation analyses were conducted using Mplus software.

The aim of this chapter is to explore, based on the literature, the role that psychological ownership can play in the career success of individuals. The specific focus is whether psychological ownership can foster subjective career success, which could result in increased positive work-related outcomes. To date, no research has been conducted on ways in which employees’ psychological ownership can play a role in the success of their career. Thus, this chapter aims to explore this relationship as a contribution to the field of career development and talent management.

Psychological ownership is a cognitive-affective construct that is used to measure individuals’ feelings of possessiveness towards material and immaterial objects. The existence of psychological ownership strengthens an individual’s feelings of responsibility towards and influence over a target and has behavioural effects on both the individual and the organization for which the individual works. The aim of this chapter is to explore the theory underlying the role that psychological ownership can play when applied to the GROW model of coaching within a multicultural context. It is posited that psychological ownership can enhance a coach-client relationship and can help a client to solve problems, make better decisions, learn new skills, and even progress in a role or career. Furthermore, psychological ownership may enhance an individual’s perception of meaningfulness and self-determination during the coaching process, which may have positive outcomes for both the individual and the individual’s organization in a multicultural context such as South Africa.

This chapter explores the possible role that individuals’ psychological ownership can play in their career anchors, since job satisfaction and commitment are common denominators of both constructs. The chapter will commence with a description and an explanation of career anchors and psychological ownership. The possible relationship between the seven dimensions of psychological ownership and the eight career anchors is explored to indicate possible linkages. Several propositions are developed, based on their theoretical relationship, and these propositions are illustrated in a proposed figure.