An exploratory study of career resilience: future-proofing the project management profession for the 21st century
Creators: name: Borg, Naomi
Publisher: name: RMIT University
Year: 2024
Subjects: classificationCode: 339999
subject: Other built environment and design not elsewhere classified
classificationCode: 350503
subject: Human resources management

description: With the context of the 21st-century work environment becoming more dynamic, volatile and ambiguous as a result of ongoing stressors and shocks such as the coronavirus of 2019 pandemic (Covid-19), career resilience is recognised as a necessary survival mechanism. Career resilience comprises the capacity for individuals to utilise their proactive and adaptive skills in a manner that allows them to thrive and prosper in the face of adversity. Although the phenomenon of career resilience is gaining prominence, literature in this area and particularly its application to the project management (PM) profession remains scarce. The identified gap is addressed by this PhD study, which seeks to contribute empirical research on career resilience in the Australian PM profession and also provide evidence-based practical recommendations to navigate shocks like Covid-19. 

This research utilises the Job Demands and Resources (JD-R) theory, coupled with the Interactional Psychological perspective to account for the interacting effects of personal, organisational and contextual factors on the career resilience of PM practitioners. A mixed methods research strategy was adopted, comprising both qualitative and quantitative data collection and analysis techniques to explore the complex concept of career resilience. Stage One of this study consists of a comprehensive systematic literature review (SLR) to gather together and review existing and relevant literature on career resilience. From this review, a conceptual model of key variables and hypotheses was developed to assess their level of influence on the career resilience of PM practitioners. Stage Two of this study involved quantitative data collection using an online Qualtrics survey consisting of established scales, followed by a hierarchical multiple regression analysis to test the proposed hypotheses, based on a sample of 148 PM practitioners. These practitioners were affiliated with the two peak PM bodies—the Project Management Institute (PMI) and the Australian Institute of Project Management (AIPM). Stage Three consists of the qualitative analysis of responses to free-text questions included in the online survey. The Conventional Content Analysis (CCA) technique was applied to analyse open-ended questions concerning the PM practitioners’ perceived levels of individual and career resilience (both pre- and post-Covid-19), the organisational support they received (both before and during Covid-19) and their intent to leave the PM profession. 

This research is novel in its exploration of career resilience in the PM profession through the adoption of both qualitative and quantitative methods to address the existing knowledge gap and provide recommendations to assist in the understanding and successful navigation of VUCA work environment. In addition to identifying which variables influence PM practitioners’ career resilience, this research has also gathered their successful strategies for overcoming career challenges, as well as the necessary personal resources and organisational support required to develop and maintain their career resilience. The results indicate that individual resilience and career adaptability are the most influential predictors of PM practitioners’ career resilience. Therefore, support through training and development activities targeted at fostering these capacities should be prioritised such as encouraging professional growth, network development and improving mental health and wellbeing. This research found that common work-related challenges experienced by PM practitioners are associated with project work structure, the precarious nature of project work and difficulties in stakeholder communication. Career-resilient PM practitioners responded through strategies comprising effective communication, drawing on past experience, maintaining a positive mindset, and undertaking job crafting and adaptation in the face of change. 

The data gathered from this research provides evidence-based practical recommendations to PM practitioners and their organisations directed at enhancing career resilience capacities. The findings provide value to PM practitioners through directing their efforts on enhancing the necessary capacities which influence their career resilience. Organisations also stand to benefit from this study’s results. Project-based organisations’ (PBOs’) ability to provide support and resources to their PM employees influences the career resilience of their workforce, as well as their intentions to keep contributing to the strategic objectives of the organisation and the profession. This research study also provides recommendations to stimulate further research on career resilience in the PM profession.