Value-motivational determinants and coping strategies of labor mobility

   The relevance of the study is determined by the high dynamism of the modern Russian labor market and the prevalence of the phenomenon of frequent job changes, the consequences of which are contradictory: on the one hand, it is an opportunity for growth; on the other hand, an indicator of personal or social difficulties.

   The psychological determinants of labor mobility, in particular, the relationship between value orientations, motivation and coping strategies, have not been sufficiently studied. A comparative empirical study was conducted. The sample: 60 people aged 25–40 years, divided into two groups: with high (n = 30, changed ≥ 2 jobs in the last 2 years) and low (n = 30, have been working in one place for ≥ 2 years) labor mobility. A set of valid methods was used: Schwartz’s Portrait Values Questionnaire (PVQ), Schein’s Career Orientations Inventory, Labor Motivation Profile (LMP), and Lazarus and Folkman’s Ways of Coping Questionnaire (WCQ). Descriptive statistics and the Mann-Whitney U-test were used for statistical analysis. Systematic statistically significant (p < 0.05) differences between the groups were found. Individuals with high labor mobility are characterized by a dominance of “openness to change” and “self-enhancement” values (self-direction, stimulation, achievement, power), pronounced motivation for money and career growth, orientation towards professional challenge and entrepreneurship. In stressful situations, they more often use confrontation, distancing, and avoidance coping strategies. Individuals with low mobility are dominated by “conservation” values (security, conformity, tradition, benevolence), motives for stability and positive relationships in the team, as well as self-controlling and positive reappraisal coping strategies. The obtained results confirm the hypothesis that labor mobility is not only a consequence of market conditions but also a behavioral expression of a specific configuration of personal characteristics. This justifies the need for a differentiated approach in personnel management and psychological career support. A promising direction is the development of programs based on a cognitive-behavioral approach aimed at developing adaptive coping strategies and conscious career planning.

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