1. Career
Maria Cristina
“Tina”
Santos
mariacristinajsantos.blogspot.com
http://dlsu.academia.edu/MariaCristinaSantos

2. “Those who know others are wise.
Those who know themselves are
enlightened.”
-----Lao-Tzu

3. Xvxn though my typxwritxr is an old modxl,
it works quitx wxll xcxpt for onx of thx kxys.
I havx wishxd many timxs that it would
work propxrly; it is trux that thxrx arx 46
kxys that function wxll xnough, but just onx
kxy not working makxs a diffxrxncx.

4. Somxtimxs, it sxxms to mx that cxrtain mxmbxrs of our
organization arx somxwhat likx my typxwritxr—not all thx
pxoplx arx working propxrly. You may say to yoursxlf:
”Wxll, I am only onx pxrson, I won’t makx or brxak thx
organization, but it doxs makx a diffxrxncx, bxcausx for
an organization to bx xffxctivx, it nxxds thx activx
participation of xvxry mxmbxr. So thx nxxt timx you think
you arx only onx pxrson and that your xfforts arxn’t
nxxdxd, rxmxmbxr my typxwritxr and say to yoursxlf: “I
am a kxy pxrson in thx organization and I am nxxdxd.”

5. Holland’s Theory of
Vocational Personalities

6. Theory of Work
Adjustment
• Referred to as the Person-
Environment
Correspondence
• Originally developed by
Rene Dawis, George
England and Lloyd
Lofquist from the
University of Minnesota
in 1964

7. Theory of Work
Adjustment
• Work is conceptualized as an
interaction between an individual
and a work environment.
• The work environment requires that
certain tasks be performed, and the
individual brings skills to perform
the tasks.
• In exchange, the individual
requires compensation for work
performance and certain preferred
conditions, such as a safe and
comfortable place to work.

8. Theory of Work
Adjustment
• The environment and the
individual must continue
to meet each other’s
requirements for the
interaction to be
maintained.
• Work adjustment is the
process of achieving and
maintaining correspondence.

9. Theory of Work
Adjustment
• This correspondence is
the reciprocal process
between the worker’s
satisfaction and the
employer’s
satisfactoriness (Eggert,
2008).

10. Theory of Work
Adjustment
• Environment =
Satisfactoriness
• Employer’s satisfaction with
the employee’s performance.
• Person = Satisfaction
• Being satisfied with the
work one does.

11. Theory of Work
Adjustment
• Dawis and Lofquist
(1984) defined work
adjustment as a
“continuous and
dynamic process by
which a worker seeks to
achieve and maintain
correspondence with a
work environment “
(p.237).

12. Satisfaction and
Satisfactoriness
• Satisfacton and
Satisfactoriness are
predictors that result in
tenure.
• “Whatever satisfies needs
are called reinforcers
because they can maintain
or increase the rate of
behavior” (Dawis, 1996,
p. 80).

13. Step 1: Assessing Abilities,
Values, Personality and
Interests
• Dawis and Lofquist (1984) make
use of the General Aptitude
Test Battery (GATB), developed
by the US Department of labor in
1982.
• It is most practical because of the
information it provides for
counselors to use in matching
jobs with an individual’s
abilities and values (Sharf,
2010).

14. General Aptitude
Test Battery (GATB)
• The GATB scales measure 9 specific abilities, it is
widely used by employment counseling agencies:
G – General learning ability
V – Verbal ability
N – Numerical ability
S – Spatial ability
P – Form perception
Q – Clerical ability
K – Eye/hand coordination
F – Finger dexterity
M – Manual dexterity

15. Minnesota Importance
Questionnaire (MIQ)
• The MIQ (Rounds, Henley,
Dawis, Lofquist & Weiss,
1981) is a measure of
needs.
• Using the Statistical
technique of factor analysis,
Dawis and Lofquist (1984)
derived 6 values from the
20 needs.

16. MIQ: values and
need scales
Values (6) Need Scale (20)
Achievement Ability utilization Achievement
Comfort Activity
Variety
Security
Independence
Compensation
Working conditions
Status Advancement
Authority
Recognition
Social Status
Altruism Coworkers
Social service
Moral values
Safety Company policies and practices
Human relations
Technical
Autonomy Creativity
Responsibility

17. Step 2: Measuring the
requirements and conditions of
occupations
• Work environments differ in the
degree to which they meet the needs
and values of an individual.
• To assess how much an occupation
reinforces the values of individuals
the Minnesota Job
Description Questionnaire
(MJDQ) was developed (MJDQ;
Borgen, Weiss, Tinsley, Dawis and
Lofquist, 1968a).

18. MJDQ Need Scales:
• The MJDQ uses the same 20 needs
as the Minnesota Importance
Questionnaire. Thus the needs of an
individual are matched with
reinforcers provided by the job.
• Using information about value
patterns helps counselors to see how
the values of their clients match the
values that are met or reinforced by
a large number of occupations
(Sharf, 2010)

19. Step 3: Matching
Abilites, Values and
Reinforcers
• When matching values and abilities,
counselors have three tools
available:
– Minnesota Importance Questionnaire
(MIQ)
– GATB manual (US Department of
Labor, 1982
– Minnesota Occupational Classification
System (MOCS)

20. Instruments Used in
TWA
Assessment of Individuals Assessment of Occupations
Abilities Ability Patterns
General Aptitude Test Battery
(GATB)
Occupational Ability Patterns
Values Value Patterns
Minnesota Importance
Questionnaire (MIQ)
Minnesota Job Description
Questionnaire (MJDQ)
Matching Assessment of Individual and Occupation
Minnesota Occupational Classification System (MOCS)

21. Flexibility
• Individuals who are more
flexible can “tolerate greater
degrees of
discorrespondence and are
less easily dissatisfied”
(Dawis, 1996, p.86).
• When the lack of
correspondence is so
great that flexibility is
no longer viable, some
form of adjustment
often takes place.

22. Discorrespondence (Person)
Active Mode
• Change the
environment
Reactive Mode
• Change themselves

23. Active Adjustment
Individual
• changing their work
environment (change
content of the job, and
therefore its
requirements)
Environment
• changing the
person’s abilities
through training

24. Reactive Adjustment
Individual
• changing behavior to
better suit the
environment
• changing personal
priorities or work
values
Environment
• changing the rewards
to increase job
satisfaction

25. Persistence
• The extent to which
individuals or environments
will adjust before giving up.
• When no further adjustment
is possible, something
dramatic happens – the
person leaves the job or they
are fired.

26. Exercise
• Present a job description for a
reasonably mundane job.
• Discuss ways you could adjust
the job to make it more
interesting, challenging or
worthwhile.

27. Job Adjustment
Counseling
Who will benefit from
it?
• Those in the process of
making career choices.
• Those experiencing
work adjustment
problems.
• Retirees who want to
continue working but
need to explore career

28. Retirement
• Traditionally, it is
defined as the end of a
career and withdrawal
from the workforce, a
significant percentage
of retirees want or need
to continue working
after retirement (Harper
& Shoffner, 2004).
• In a survey by the
American Association
of Retired Persons
(AARP, 1993) 1/3 of the
retirees who responded
indicated that they
would prefer to work.

29. TWA in Retirement
Counseling
• Aside from being
challenged by changing
capacities, some
retirees recognize that
their career
development options
might be limited by
social attitudes toward
aging (Harper &
Shoffner, 2004).
• The counselor using
TWA with a client who is
planning for retirement
attempts to compare
skills and abilities with
the requirements of the
environment, needs and
values with reinforcers
of the environment and
personal style with the
work environment style.

30. Counselor Issues
• It is necessary for the counselor to
identify basic abilities and
reinforcers within himself and client
so that effective counseling can take
place.
• A key characteristic for a counselor
is flexibility.
• It is helpful for counselors to see
themselves, as well as their clients,
as environments.

31. Ponder on this:
• How might identifying
his/her own abilities and
reinforcers help a
counselor be more effective
in counseling clients?

32. Brown’s Value-Based
Theory

33. Brown’s Value-Based
Theory
• Values are “beliefs that are
experienced by individual
as standards regarding
how he or she should
function” (Brown, 2003, p.
49)
• Values are important not
only in the selection of life
roles but also in the
satisfaction derived from
life roles (Brown & Crace,
1996).
http://www2.stritasbabinda.qld.edu.au/index.php/about-us/our-values/

34. Brown’s Value-Based
Theory
• “Values have been the
overlooked dimension in the
counseling process as well as in
the research that has been
conducted on career
development” (Brown, 1996,
p.368)
• Brown’s Theory attempts to
draw attention to the function of
values in decision-making and
career counseling as well as to
set of values into the broader
context of life roles.
http://www2.stritasbabinda.qld.edu.au/index.php/about-us/our-values/

35. Brown’s Value-Based
Theory
• Brown’s choice of focus
on work values and
cultural values is
related to the
identification of work
values as a critical
variable in career
development, and
evidence that cultural
values also play an
important role in career
development (Brown,
2002, 2003).

36. Brown’s Value-Based
Theory
• Individuals are exposed to different values
throughout their lives from many different
sources, such as family, peers, environment
and the media (Patton & McMahon, 2006, 40).
• An individual’s cultural background, gender,
socioeconomic status affect the type of
opportunities and experiences they
encounter.
• There is variation of values both within and
between subgroups of society.

37. Cultural Differences
• If an individual from a
collectivist culture had to
make a career decision, that
individual may turn to their
parents or elders to make
decisions for them, or at least
seek their advice prior to making
any decisions (Patton &
McMahon, 2006, 40).

38. East meets West by Yang
Liu
• Yang Liu, a 35-year-old Chinese-
German artist. One of her projects,
“East Meets West,” was first
exhibited in Germany a few years
ago and features pictographs
representing the differences between
Eastern and Western (specifically
Chinese and German) cultures.

39. Confronting a Problem
Slideshare by Yang Liu

40. Sense of Self
Slideshare by Yang Liu

41. Weekend Activities
Slideshare by Yang Liu

42. How to Express Anger
Slideshare by Yang Liu

43. Queue when Waiting
Slideshare by Yang Liu

44. Status of a Leader
Slideshare by Yang Liu

45. Punctuality
Slideshare by Yang Liu

46. Brown’sValue-Based
Theory
• Values develop because of
interactions between innate
personal characteristics and
external experiences.
• Values influence a person’s
behavior in various situations
and with various objects (Brown
& Crace, 1996, 211)
• It is important to remember that
only a portion or subset of
values can be applied to career
development (Brown & Crace,
1996, 211).
http://www2.stritasbabinda.qld.edu.au/index.php/about-us/our-values/

47. Brown’s Value-Based
Theory
• As values are formed they
become crystallized in the mind
of the individual and prioritized,
and this relates to cognitive
clarity (Brown, 1996).
• Values are said to be crystallized
when they can be labeled and
articulated by an individual
which enables them to judge
their own behavior and compare
themselves with others (Brown,
1995).

48. Brown’sValue-Based
Theory
• Career decision making will be
difficult for clients that are unsure
of what their values are or if they
have conflicting values
(Seligman, 2004, 304).
• Decisions are based on value
priorities, thus if values are not
prioritized decisions cannot be
wisely made.

49. Seven Propositions
Role of values in the Career Decision -Making
Process
(Brown & Crace, 1996)
1. Work values that are high in priority are the most
important determinants of choice from among
alternatives.
2. An individual’s value system is learned from the
society they grow up in, and thus this society is of
great influence when career decisions are made.
3. Culture, sex and socioeconomic status affect the
opportunities an individual is offered.
4. Choices that are in line with an individual’s values is
essential to career satisfaction.

50. Seven Propositions
5. Life Satisfaction is the result of
role interaction.
6. An individual’s level of functioning
correlates with their values; high-
functioning individuals have
crystallized and prioritized values.
7. Success in any role depends on the
abilities required to perform the
role’s functions.

51. Using Brown’s Value-Based
Approach
• This approach classifies clients into 2
categories:
(1) those making planned decisions
(2) those making unplanned decisions
• Counselors must also be sure to deal
with all mood-related problems with their
clients prior to career-related problems
(Niles & Hartung 2000, 36).

52. Using Brown’s Value-
Based Approach
• Mood disorders such as anxiety and
depression, can greatly affect an individual’s
outlook on life and their values (Patton &
McMahon, 2006,42).
• Trying to guide them through career decisions with
an already skewed outlook will not be conducive
to them in making sound career decisions.
• It is important for career counselors to be able to
explain various types of psychological data
(interest assessments and personality type
preferences) to their clients in value-based
terms (Niles & Hartung, 2000).

53. Using Brown’s Value-
Based Approach
For both clients (planned and unplanned),
counselors must assess whether:
• There are important intrapersonal value
conflicts
• Mood problems exist
• Values have been crystallized and prioritized
• Client can use values-based information
• Client understands how career choices affect
other life roles ( ex. OFW)

54. Clients Making Planned
Career Changes
Counselors need to assess:
• How issues relating to intrapersonal and
interpersonal conflicts may be contributing
to client career dissatisfaction.
• Degree of client flexibility related to
geographical location, training
opportunities, and qualifications.

55. Clients Making Unplanned
Career Changes
Counselors must assess whether:
• There are financial concerns.
• Existing career opportunities that
can satisfy values.
• Clients can make changes to
increase the satisfaction they
derive from other life roles.

56. Using Brown’s Value-
Based Approach
Culture
• Counselors must work with clients to
understand the value-laden expectations of
specific workplaces, identify how their own
values may be in conflict with the values of their
desired workplace, maintain their personal
values, while balancing their workplace values,
and how to advocate for acceptance of different
values in the workplace.

57. In conclusion
• Brown’s value-based theory
examines an individual’s
values and how they
influence their career
choice decisions.
• Despite the fact that it
focuses on values, it is a
holistic approach that
covers an individual’s
environment and their
culture (Oxbridge,n.d.)