Researchers must continue to further define career success and the balance between the individual and career
perspective. Arthur et al. (2005) state “that observing career success through either a purely objective lens or a
purely subjective lens offers a limited picture” (p. 180). Researchers such as Melamed (1995), Korman and Korman
(1980), and Callahan (2005) have researched the work-life balance construct of career success; however, little
empirical data on this topic was found.
Psychological contracts are essential to the relationship between an employer and an employee. As such, HRD
professionals should have a deeper understanding of the nature of this relationship to better design and implement
HRD programs in the workplace. It is important to be aware of the type of employee the organization is dealing
with. Preparing and executing a training program for Baby Boomers will not be the same for Generation X
employees. The underlying premise for each would be different. Hence, psychological contracts can be considered
as the blueprints of an organization’s employee profile and the culture under which the business is conducted.
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