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Career control, career dialogue and managerial position: How do these matter for perceived employability?

Monique Veld (Utrecht School of Governance, Utrecht University, Utrecht, The Netherlands)
Judith H. Semeijn (Faculty of Management, Science and Technology, Open Universiteit, Heerlen, The Netherlands and Research Centre for Education and the Labour Market, Maastricht, The Netherlands)
Tinka van Vuuren (Faculty of Management, Science and Technology, Open Universiteit, Heerlen, The Netherlands and Loyalis Consult, The Netherlands)

Career Development International

ISSN: 1362-0436

Article publication date: 14 November 2016

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Abstract

Purpose

The purpose of this paper is to examine three-way interactions among career control, career dialogue and managerial position in predicting perceived employability. The authors expected that participation in career dialogue strengthens the positive relationship between career control and employability. Furthermore, the authors expected that managers benefit more from career dialogue than employees. Hence, the relationship between career control and employability was expected to be strongest when employees engage in career dialogue and hold a managerial position.

Design/methodology/approach

Data were collected in 2014 conducting a cross-sectional survey among managers (n=206) and employees (n=254) at a Dutch location of a large science-based multinational. Moderated regression analyses were used to test the hypotheses.

Findings

Career control was positively related to perceived employability. This relationship was significantly stronger for the managerial group that did participate in a career dialogue than for the managerial group that did not engage in a career dialogue. For the non-managerial group of employees participation in a career dialogue did not strengthen the relationship between career control and perceived employability.

Practical implications

Career control is beneficial for enhancing perceived employability among employees regardless of their position in the organization. Hence, training employees to master this competency may be a fruitful starting point for enhancing employability.

Originality/value

This is the first study to investigate whether the relation between career control, career dialogue and employability differs for employees with a managerial and a non-managerial role.

Keywords

Citation

Veld, M., Semeijn, J.H. and van Vuuren, T. (2016), "Career control, career dialogue and managerial position: How do these matter for perceived employability?", Career Development International, Vol. 21 No. 7, pp. 697-712. https://doi.org/10.1108/CDI-04-2016-0047

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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