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In line with conservation of resources theory and signaling theory, the purpose of this paper is to conceptualize and test a multiple mediation model in which telecommuting affects engagement via perceived supervisor goal support and goal progress.

A three-phase longitudinal study carried out over ten months was used to test the hypotheses.

Individuals who worked in organizations that offer telecommuting were more engaged than those who worked in organizations that did not offer telecommuting. Furthermore, telecommuting availability was not only directly but also indirectly related to engagement via perceived supervisor goal support and goal progress. Engagement in general decreased over time. However, individuals who attained their personal work goals were able to maintain high levels of engagement.

Giving employees the option to telecommute could increase employee engagement. This study is correlational in nature and relied on self-report data.

This is the first study examining the effects of telecommuting on engagement over a period of ten months. It is also the first study to use perceived supervisor goal support and goal progress as explanatory variables to the teleworking and engagement relationship.

The purpose of this study is to examine the effects of difficult and specific career visions on job satisfaction and turnover intentions seven years after students reported their visions.

Data for this study were collected in two waves, seven years apart, from the same cohort. At time 1 the career visions of MBA students were measured in terms of difficulty and specificity. At time 2 MBA students reported their job satisfaction and turnover intentions.

Results showed that MBA students with a specific and challenging career vision were less likely to report intentions to leave their work seven years after reporting their visions. Further, job satisfaction mediated this relationship.

The study was limited due to the small sample size used (n=74). Future studies should also test whether goal progress and job performance could be mediators between the quality of career vision and job satisfaction.

Results of this study indicate that individuals who formulated more specific career visions were more satisfied with their jobs seven years after reporting their visions. This finding has implications for career counsellors, coaches and managers who care for the development of their subordinates.

This is the first study that examined the impact of the quality of career visions (i.e. specificity and difficulty) on future job satisfaction and turnover intentions.