ACADEMIC EXECUTIVES
Lily P. Custodio*
Email: lily_custodio@digitelone.com
ISSN 1441-3906
ABSTRACT
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Careers research has principally been an area of research by Western researchers, and
few studies have been reported of research on non-Western subjects. Career researchers
have primarily focused on external motivators associated with organizational factors and
to match individual expectations with institutional human resource planning. This study
investigates the career anchors held by Filipino academic executives, using results from
career anchors influence how academic executives and human resources management
should (1) plan institutional career paths, (2) nurture academic executives during their
INTRODUCTION
In the past decade there has been an explosion of research and writing about career
perceptions and career development. Most of this research has been undertaken by
Western researchers on Western subjects, and there have been few reports of research in
non-Western societies. The theories of career which guide research mostly have been
individuals pursue one career at a time, and that any career change results in a serial
pattern of careers. There is also an assumption that the Western concept of career as a
series of events is universally applicable, but career patterns such as the lifetime
career theory.
careers. That is, during the day they work as, say bank vice-presidents, during the
evenings they work as faculty in graduate schools of business at private universities, and
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at other times they work as independent consultants or manage the family business. In
met with a stare and a question “Which career are you asking about?”
Philippines as a group on which to carry out initial studies of career anchors. Public
servants, including academics in these state universities and colleges, are required by law
Career Anchors
The aspect of career investigated was career anchors. The career anchor model
considerable attention. Schein (1978) coined the term career anchor to describe a
constellation of self-perceived attitudes, values, needs and talents that develops over
time, and which when developed, shapes and guides career choices and directions. It can
relinquish, even when forced to make a difficult choice. The career anchor is significant
because it influences career choices, affects decisions to move from one job to another,
shapes what individuals are looking for in life, determines their views of the future,
influences the selection of specific occupations and work settings, and affects their
anchors gradually come to be their own definition of career success (Schein, 1974,
1978).
Schein (1993) pointed out that all people develop some kind of picture of their work life
and their own role in it. Derr (1986a) and Igbaria & Baroudi (1993) asserted that this
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work role focuses on the individuals’ self-concept and career values - the internal career.
Career anchors are important element of individuals’ internal careers. This is the result
of their conscious educational, work and career decisions (Schein, 1990). In this context,
the career anchor theory signifies nonmonetary or psychological factors (Barth, 1993).
Schein (1978) identified five career anchors during research conducted in the early
1960s, viz:
• security/stability anchor symbolizes the desire for an organization that provides long-
run stability, good benefits, and basic job security;
• entrepreneurial creativity embodies the need to create something, that is, to try new
projects; and
forming individual career anchors, these dispositions also are applicable in later career
DeLong (1982a, 1982b) attempted to validate the career anchor model empirically.
Beyond the five anchors identified by Schein, he investigated three additional career
1. identity - the desire for status and prestige from belonging to certain
companies or organizations;
2. sense of service - concern with helping others and seeing changes that result from
efforts; and
1982b, 1982c) studies validated Schein’s conclusions by clearly identifying the five
anchors and, moreover, distinguishing these additional three career anchors. He also
found that the security/stability anchor emerged as two independent anchors. One,
careers. The other, security, is demonstrated by individuals who will move from
1982b, 1982c).
Schein’s (1985, 1987a, 1993) subsequent career history interviews of several hundred
people in various career stages found that the identity anchor can be viewed as an
extension of the security/stability anchor. Recent studies (Applin, 1982; Igbaria &
Baroudi, 1993; Igbaria, Greenhaus & Parasuraman, 1991), however, have identified a
type of career anchor defined by the belief that it should somehow be possible to
integrate work, family, and self-concerns into a coherent lifestyle - the lifestyle
integration anchor. Similarly, recent studies (Applin, 1982; Igbaria & Barroudi, 193;
Igbaria et al, 1991; Schein, 1985, 1987a, 1993) have reported that the variety anchor is
favored by individuals who defined all work situations as self-tests that are won or lost
against either an absolute standard or an actual competitor. Thus the label pure challenge
The lifestyle integration anchor supports the recent trend in human resource management
(HRM) that recognizes the way people value the importance of balancing work and
family responsibilities (Adler & Ghadar, 1990; Smith, 1992; Welch, 1994a, 1994b;
Zedeck, 1992). The pure challenge anchor, on the other hand, illustrates the general
contention about the ‘winning’ attitude of executives; that is, they value competition and
especially true among executives whose career success orientations are getting ahead,
getting free, and getting high (Derr, 1986a, 1986b). Simply put, they are success-
oriented executives (Rogers, 1987). Responding to the present trends in human resource
appropriate to utilize the anchors pure challenge and lifestyle integration instead of
THE STUDY
This study was designed to investigate career anchors of Filipino academic executives.
undertaking this study. Research studies (e.g., Applin, 1982; Burke, 1983; Burke &
Deszca, 1987, 1988; Crepeau et al, 1992; DeLong, 1983; Igbaria & Baroudi, 1993;
Igbaria et al, 1991; Slabbert, 1987) have looked at occupational groups such as dentists,
that their subjects were oriented to most of these career anchors, although some of these
were identified as more dominant than others. Among management consultants, Applin
(1982) found that these people had three dominant career anchors, (i.e., autonomy, pure
challenge and managerial competence). Burke’s (1983) and Slabbert’s (1987) studies of
competence, pure challenge and autonomy as their most dominant career anchors. While
law enforcement officers were found to be more oriented to autonomy, pure challenge
and sense of service (Burke & Deszca, 1987, 1988). Management information system
autonomy and lifestyle integration as their more prevalent career orientations (Crepeau et
al, 1992; Igbaria & Baroudi, 1993; Igbaria et al, 1991). DeLong (1983) concluded that
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the central career drives in his study of dentists’ career orientations were pure challenge
Although the security and stability anchors did not surface as more dominant than the
career anchors in any of the studies reviewed, such anchors were part of the wide variety
anchors of academic executives, though DeLong (1982c) and Zerdavis (1982) examined
their careers. The other anchors exhibited by educators are managerial competence,
Given the dearth of previous research in the Philippines, this study examined whether
these career anchors are operative for those in the academic field. Two research
While there have been a number of studies investigating career perspectives in other
career fields (e.g., engineering, medicine, law, education, religion), little empirical
research has been published that specifically looked at the career anchors of academic
subjects in these groups are oriented in all or most of the career anchors described earlier,
with some being more dominant than others (Burke & Deszca, 1987; DeLong, 1982;
1983). Support for this proposition would establish that academic executives are similar
executives career research foundation for more productive insights into career planning
of this group of people. Thus the following proposition was also examined:
individuals are service-oriented. This is because the education profession is dedicated for
the welfare of others (Schein, 1987a). Recent research (Delong, 1982c) has reported that
educators are indeed service-oriented although they also possess some of the other career
anchors. Given the academic administrative involvement of the subjects in this study,
they can also be viewed as managerially oriented in their careers. Support for this
RESEARCH DESIGN
The Career Orientation Inventory (COI) (see Appendix A) survey developed by Schein
in collaboration with DeLong was used for data collection. The COI has been refined
and validated in several studies including Burke (1983), DeLong (1982a, 1982b, 1982c)
and Wood, Winston & Polkosnik (1985). The COI provides a pretested instrument with
demonstrated high internal validity ad reliability. The instrument contains 41 items that
measure eight career anchors described earlier. Six-point Likert response scales for
subject responses were designed to avoid neutral answers: previous researchers have
Subjects in this research were 116 academic executives in four state universities and
colleges in Bicol Region of the Philippines. Data were gathered in the months of March
and April in 1995. Usable responses were received from 114 persons, corresponding to a
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response rate of 98.28 per cent. Of the respondents, 49 were males and 65 were females.
deans, and 62 were department chairpersons. No distinction was made in this study
STATISTICAL METHODOLOGY
Factor analysis tests were run on the data to determine whether respondents’ ratings on
41 Career Orientations Inventory (COI) items will respond to the nine career anchors.
Bartlett’s Test of Sphericity (Hair, Anderson & Tatham, 1987) and the Kaiser-Meyer-
Olkin (KMO) Measure of Sampling Adequacy (Kaiser, 1974) were employed. Both tests
were conducted due to the sensitivity associated with the large sample size. These results
factor analysis.
academic executives. Factor analysis applying varimax rotation identified eight factors
using the latent root and scree criterion. Appendix A lists survey questions used for each
construct with notation for those items that did not satisfy a minimum factor loading of
0.50 (consistent with Delong, 1982a). The analysis identified the following factors: (1)
lifestyle integration, (2) sense of service, (3) managerial competence, (4) autonomy, (5)
geographical security, (6) entrepreneurship creativity, (7) technical competence, and (8)
organizational stability. Since responses associated with the pure challenge construct did
not load on any factor, they were excluded from further analysis. Subject responses
stability (i.e., long-term employment) and geographic location (i.e., remaining in one
geographical location). These results are consistent with prior research (see DeLong,
1982a; 1982b).
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Cronbach’s alpha was calculated for each factor to establish reliability and determine
A two-order factor analysis (Anderson, 1985; Kumar & Dillon, 1990; Loehlin, 1987)
was employed to summarize subject responses. DeLong (1982a, 1982b) used this
approach to determine which factors would cluster together and found that his samples
clustered into two distinct groups based on similarities of career anchors. A similar
clustering occurred with the samples of this study. The results of this second factor
Table 2. Breakdown of the Nine Career Anchors into Two Major Factors
Career Anchors Factor 1 Factor 2
Lifestyle integration 0.14760 0.82945*
Sense of service 0.05213 0.84157*
Managerial competence 0.42848 0.61444*
Autonomy 0.81870* 0.17656
Geographical security 0.75659* 0.06791
Entrepreneurship creativity 0.55072* 0.45351
Technical competence 0.69237* 0.15589
Organizational stability 0.82679* 0.01281
DISCUSSION
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Results of this research demonstrate that study respondents possess several, largely
independent, career anchors. Eight career anchors are evident: (1) lifestyle integration,
(2) sense of service, (3) managerial competence, (4) autonomy, (5) geographical security,
(6) entrepreneurship creativity, (7) technical competence, and (8) organizational stability.
occupational groups, respondents in this sample do not exhibit a pure challenge career
anchor. This result is quite surprising considering the nature of work of the respondents.
Being in university administration one would expect that these respondents face a lot of
challenges in their careers. However, this result may be explained by some other factors
challenging on their part. As Schein (1972) noted that individual career anchors are
developed over a period of time and one’s experience would have some effects over their
development. In this case, therefore, it could be assumed that the majority study
respondents are at ease with their administrative work and that they have already passed
the test of time. Challenges to them may be viewed as a natural thing in their academic
administrative work.
Individuals who are oriented to lifestyle integration desire to develop a lifestyle that
Previous related research on career orientations (i.e., Applin, 1982; Igbaria & Baroudi,
1993; Igbaria et al, 1991) reported that executives were concerned of the possibility of
integrating work, family and self-concerns into a coherent lifestyle. This was an
indication that individuals are aware of choosing careers that balance their professional
and private lives. Among Filipinos, they give much attention to their families, and they
work in order to earn the logistics necessary to support themselves and their families.
Cordero-Fernando (1992) pointed out that members of Filipino families are each others’
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lending bank, health and accident insurance, social welfare and death benefit. That is,
every member of the family has to share each other’s fortune. Hence, lifestyle
Employees who are oriented to sense of service are dedicated to serve people and to
make the world a better place to live and work. Slabbert (1987) and Slabbert-Van Aardt
(1990) reported that employees in the public sector are oriented to sense of service. In
this study, the subjects are employed by the public sector. Philippine state universities
and colleges (SUCs) are established to cater to the educational needs of the masses.
These institutions of higher education are owned, controlled, and subsidized by the
Zerdavis (1982) concluded that people in the teaching profession were dedicated to
serving people.
seek promotion to general management. Given the orientation of the respondents in this
study, it could be argued that these academic executives have prepared and planned for
their promotions. Likewise, most studies on career orientations (i.e., Burke, 1983;
Crepeau et al, 1992; Slabbert, 1987; Slabbert-Van Aardt, 1990) have reported that
competence. Philippine SUCs operate as independent systems although they are directly
individuals responsible in running the affairs of these institutions independently plan and
implement their programs, projects, and activities. These programs, however, can be
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implemented after approval by the Board of Trustees. Given this scenario, it would be
Many of them are entrepreneurs in their own ways. Many Filipinos would prefer to find
a second job or to set up a business of their own especially when their material
necessities are not met by their first jobs. To others, however, having a business of their
own while at the same time being gainfully employed is not only a source of wealth but
Individuals who focus on functional area represented by their work are technically
oriented in their careers. The academic executives involved in this study represented a
systems experts, nurses, scientists, and the like. As college or university professors, they
impart to the students their knowledge and skills as professionals in their chosen field of
study. Hence, it would not be surprising if the subjects were oriented to technical
competence.
These results clearly distinguish two separate security/stability factors that have been
anchor in previous research. In this sample, a clear distinction exists. In this study,
contingent with individuals who will move from organization to organization to insure
Geographically secured employees put down roots in a particular place. These are those
people who wish to be in one particular place for the rest of their working lives
especially if the other members of their families also dwell in such a place. Filipinos are
family-centered individuals. These people are not affected by any sufferings as long as
the members of the family live together (Jocano, 1992). The family is an environment
where a Filipino can be oneself (Andres, 1981). “Home is where the Filipino is”
(Camagay, 1992:41). Filipinos could dwell anywhere provided they are with their
Employees who secure ties with the organization are oriented to organizational stability.
The respondents in this study were committed to their organizations and were married to
their professions given the view that academic executives follow linear careers. That is,
they planned and prepared for their careers. Hence, the academic executives in this study
could be inferred to have chosen and decided for their careers in academic
administration. Schein (1990) pointed out that individuals’ career orientations are the
results of their conscious reasons for educational, work, and career decisions.
The second-order factor analysis tested proposition 2. This statistical technique facilitates
second group values lifestyle integration, sense of service, and managerial competence.
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The first group values several career anchors. Autonomy is one of the anchors that these
respondents value in their careers. This means that this group of academic executives
value freedom in managing their respective institutions. Every state college or university
autonomy in their careers, they are also oriented to geographical security, organizational
executives are married to their professions and would choose to remain in the place
where they have already established a status or a name as academic administrators. Just
like any other executive, they are expected and should possess the expertise, skills and
Three career anchors were determined as being valuable to the second group of academic
executives in this study. These academic executives value lifestyle integration, sense of
service, and managerial competence. This shows that these people can balance their
family and career concerns. It suggests that while they are married to their profession
their family is not neglected. It can be inferred that these academic executives are
Filipinos consider a day’s work as an eight-hour job, and the rest of their time is for
social and family life. On the other hand, being in academic administration or being with
people with teaching as their profession, it is expected that these academic executives are
oriented to serving the welfare of others. Moreover, as executives they must possess the
MANAGERIAL IMPLICATIONS
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Results clearly support the proposition that the academic executives involved in this
study possess a wide variety of career anchors. As expected among executives, they
should be managerially and technically oriented in their careers. It was noted, however,
that these anchors are not their only focus for career decisions. They were found to
Human resource planning, utilization and evaluation in the educational systems arena
must involve both organizational and individual interests to avoid unproductive career
decision making. The scarcity of job opportunities in the Philippines is one aspect to
consider in making career decisions (Arcelo & Sanyal, 1987; Putti, Shapiro & Kang,
1984). It was reported by Garcia (1986) that many Filipinos became academics because
that was the only job available at that time. Considering the career anchors of the
respondents, therefore, career management is not a simple task. They are lucky enough to
be in a position where their career needs and expectations are met. The research results
indicated, however, that managerial or technical competence is not the major anchor of
any of the respondents. Although as academic executives, they are expected to be either
the way organizations allow people to succeed in their own terms within the context of
organizational needs.
Therefore, both organizations and individuals concerned are responsible in shaping the
kind of career that they want. This responsibility, per se, is inevitable since they know
exactly what they want from their careers that will satisfy their needs and expectations.
They know the kind of career that will suit their competence. This means that
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individuals should identify their needs, motives, and goals, so they can work out how to
Organizations or employers, on the other hand, must find a way to inspire, motivate, and
employees could be realized through the cooperation of those concerned. This means
that employees must relate their career needs and motives to their organizations. Hence
for organizations to achieve an effective human resource planning and development, they
should match their needs for human resources with individuals’ needs for personal
Future studies are required to determine the extent to which the internal career
orientations (career anchors) of Filipino academic executives found in this study matches
the external career options provided by organizations. This research constitutes an initial
While the career anchors identified by this study are representative of academic
functions (i.e., presidents and vice-presidents, deans, department chairpersons) may yield
management. The teaching and non-teaching staff in these institutions also require
analytical career perspective of this kind. Finally, replication with a larger and more
REFERENCES
Barth, TJ (1993) Career Anchor Theory: A Useful Framework for Federal Managers,
Review of Public Administration. 13(4) 27-42.
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TIME International, October 12, 41.
Crepeau, RG, Crook, CW, Goslar, MD & McMurtrey, ME (1992) Career Anchors of
Information Systems Personnel, Journal of Management Information Systems, 9(2),
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DeLong, TJ (1981) Career Anchors: A New Concept in Career Development for the
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DeLong, TJ (1982b) Reexamining the Career Anchor Model, Personnel, 59(3), 50-61.
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Hair, JF Jr., Anderson, RE & Tatham, RL (1987) Multivariate Data Analysis, New York:
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Jocano, FL (1992) The Sense of Being Filipino: A Family as Old as Racial Memory,
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Rogers, J (1987) Success: A By-Product of the Right Attitude, Drake Business Review,
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Schein, EH (1971) The Individual, the Organization, and the Career: A Conceptual
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Schein EH (1985) Career Anchors: Discovering Your Real Values San Diego, Ca:
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Schein, EH (1990) Career Anchors: Trainer’s Manual revised edition, Cambridge, MA;
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Appendix A
The 41 COI Items Organized by Career Anchors
(Response Scale, Completely True to Not at All True, Omitted)
Importance of:
Managerial Competence
1. The process of supervising, influencing, leading and controlling people at all levels.*
2. To be in a position of leadership and influence.*
3. To rise to a position of leadership and influence
4. I would like to reach a level of responsibility in an organization where my decisions
really make a difference.
5. I want to achieve a position which gives me the opportunity to combine analytical
competence with supervision of people.
Autonomy
1. The chance to pursue my own lifestyle and not be constrained by the rule of an
organization.
2. A career which is free from organization restrictions.
3. A career which permits a maximum of freedom and autonomy to choose my own
work hours.*
4. During my career I have been mainly concerned with my own sense of freedom and
autonomy.
5. I do not want to be constrained by either an organization or the business world.
Organizational Stability
1. An organization which will provide security through guaranteed work, benefits, and
good retirement program.
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Geographic Security
1. Remaining in one geographic area rather than being prompted into moving because
of a promotion.
2. It is important for me to remain in my present geographical location rather than to
move because of promotion or new job assignment.
3. I prefer to work for an organization that will permit me to remain in one
geographical area.
Sense of Service
1. The use of my interpersonal and helping skills in the service of others.
2. The process of seeing others change because of my effort.*
3. Being able to use my skills and talents in the service of an important cause.
4. I have always sought a career in which I could be of service to others.
5. I want a career in which I can be committed and devoted to an important cause.
Lifestyle Integration
1. Developing a life cycle that balances my career and family needs.
2. Developing a career that permits me to continue to pursue my own lifestyle.
3. I have always tried to give equal weight to my family and to my career.
4. A career is worthwhile only if it enables me to lead my life in my own way.
5. Choosing and maintaining a certain lifestyle is more important than is career
success.
Entrepreneurial Creativity
1. To be able to create or build something that is entirely my own product or idea.
2. The use of my skills in building a new business enterprise.
3. I have been motivated throughout my career by the number of ideas or products
which I have been directly involved in creating.
4. Entrepreneurial activities are an important part of my career.
5. I have always wanted to start and build up a business of my own.
Pure Challenge
1. Working on problems that are almost insoluble.*
2. Competing with and winning out over others.*
3. The real challenge in my career has been confronting and solving tough problems,
no matter what area they were in.*
4. Competing and winning are the most important exciting parts of my career.*
5. I feel successful only if I am constantly challenged by a tough problems or a
competitive situation.*
_____________
*Item did not meet 0.50 minimum factor loading.
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