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... it.org/fr/usagers/politique-dutilisation/ Document téléchargé le 13 février 2017 07:24 236 © département des relations industrielles, université laval -issn 0034-379X -ri/ir, 65-2, 2010, 236 -256 Contrary to schein's theory of career anchors, which rests on the dominance of a single career anchor, the present study proposes an original career anchor structure that captures multiple dominant anchors. The analysis of data from a sample of 880 Quebec engineers supports this reconceptualization based on a circular model of career anchors. The new dynamics of career anchors shows that several anchors are complementary (e.g., creativity and challenge) while others are conflictual (e.g., challenge and security). in particular, the correlational analysis at the axial level indicates that the "self-enhancement" pole (managerial competence, identity) is negatively correlated with the "self-transcendence" (service/dedication to a cause, technical competence), whereas the pole "openness to change" (challenge, entrepreneurial creativity) is negatively correlated with the "conservation" pole (security, lifestyle). These findings can lead to more research in career management. ). As individuals progress through their careers, they gradually develop what Schein calls a career self-concept, a product of the interaction between the individual and the workplace. This psychological process underlies the career orientations or career anchors that take shape around three poles, namely 1) self-perceived work talents and abilities, 2) self-perceived motives and needs and 3) basic values and attitudes (Schein, 1978 ). Schein maintains that over time, a single career anchor emerges, that stabilizes, guides and constrains an individual's career path. When facing a difficult situation or choice at the workplace, people use a "dominant" career anchor that constitutes an affirmation of what is truly important to them in their careers. This career anchor does not change over time, but becomes explicitly manifested as the individual acquires work experience. Inspired by Schein, many researchers have operationalized this phenomenon, that we describe as unidimensional dominance (namely the Laura Wils, graduate student, HEC Montréal, Montréal (laura.wils@hec.ca). Thierry Wils is Professor, Industrial Relations Department, Université du Québec en Outaouais, Gatineau (thierry.wils@uqo.ca) and Professor Emeritus, Department of Human Resources Management, HEC Montréal, Montréal (thierry.wils@hec.ca). Michel Tremblay is Professor, Department of Human Resources Management, HEC Montréal, Montréal (michel.tremblay@hec.ca). This study was funded in part by a SSHRC grant to the last two authors. relations industrielles / industrial relations -65-2, 2010 237 predominance of a single anchor), by identifying the anchor to which an individual assigned the highest score. Recently, several researchers have questioned the concept of unidimensional ). In an empirical study, Martineau, Wils and Tremblay (2005) concluded that some individuals internalize several strong anchors. The characterization of dominance as a multidimensional rather than as a unidimensional phenomenon evinces problems that had previously been unexplored. The dynamics of career anchors (or dynamic structure of career anchor relations 1 ) raise two questions: which anchors are mutually attractive ("compatibility," characterized by an attraction between two anchors), and which anchors are mutually repulsive ("conflict," manifested by repulsion between two anchors)? Consequently, this study attempts to clarify these questions by proposing a model of a career anchor structure and by submitting the anchors to an empirical test.