| dc.description.abstract | The phenomenon of multiple job holding (MJH) or moonlighting, involving individuals holding one or more jobs along with primary full-time employment, is gaining salience in the contemporary work context. The literature on contemporary careers (Baruch, 2006; Baruch & Sullivan, 2022) points to the importance of exploring the role of both individuals and organizations in the context of non-traditional career orientations. The present study, therefore, examined the experiences of multiple job holders (MJHs) and the responses of organizational stakeholders toward MJH. Data was collected through semi-structured interviews with twenty-five MJHs and fifteen organizational leaders in India representing organizations of varying age, size, and ownership structures. The interview data were analyzed using techniques of thematic analysis (Braun & Clarke, 2006). Analysis of the narratives of MJHs showed that individuals who chose to hold multiple jobs were driven by a variety of career-related motivations such as augmenting their career experiences, seeking value, or exploring career opportunities. The MJHs were found to view their careers beyond one job and, thus, experienced career expansion. Holding multiple jobs was their way of proactively crafting their careers through developing networks, seeking out diverse opportunities, investing in building their skills, or constantly negotiating boundaries to build sustainable career models. The engagement in parallel activities not only served to enrich their personal and professional lives but also their organizational roles to some extent. Further, the examination of narratives of organizational stakeholders showed ambivalence as the dominant theme; their responses towards MJH oscillated between overt refusal, tacit support, and conditional acceptance of MJH. It was observed that while the organizational systems influenced contemporary careers by constraining opportunities for individuals, orientations of the individual toward their work and careers also influenced organizational practices, leading the organizations to adapt and change in the process. Additionally, the study identified boundary conditions at the organizational, job, and interpersonal levels that influence the acceptance of MJH within organizations. The findings have practical implications for re-examining organizational policies and practices to accommodate non-traditional work and career arrangements such as MJH. | en_US |
