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In the digital age, the development of students’ career intentions requires serious concentration since these are associated with the students’ future employment and, ultimately, their survival. This study attempted to demonstrate in Pakistan’s Higher Educational Institutes (HEIs) the role of soft skills towards the students' career development (CD) and their future career intentions (CI).

In this study, the researchers used a quantitative approach and a questionnaire to collect the data from the surveyed participants. Finally, the researchers based this study’s findings on 392 useable samples.

By employing the structural equation model (SEM), this study’s findings show that soft skills, such as Creative Self-Efficacy (CSE), Problem-Solving Confidence (PSC) and Teamwork (TW) have a positive and significant effect on CD and CI. However, while Critical thinking and Creativity (CRC) has a positive and significant effect on CD, it has no effect on CI. In addition, this study’s findings confirm, also, that CD has a positive and significant effect on CI.

This study’s findings assist policymakers and university administrators to understand the importance of soft skills in creating CD and CI. These promote the development of employability skills and fulfill its part in preparing graduates for the unpredictable job market. This study’s findings help, also, to develop logical reasoning in making decisions and in dealing with complex organizational issues.

In a practical way, in Pakistan, this study’s findings confirm the role of soft skills towards students' CD and CI.

As proposed in this paper, in public accounting firms, supervisors and managers provide junior accountants with career-related benefits that include: career development support; social support; and role modeling. Also, employees who receive such career-related benefits are more likely to believe that the firm provides career growth opportunities and more likely to trust their managers. Career growth opportunities and trust, in turn, positively affect organizational commitment, which reduces turnover intentions. In summary, the relation between career benefits and turnover is mediated by several variables: career growth opportunities, trust in managers, and organizational commitment. Results of a survey of junior employees in public accounting firms support these assertions (with the exception of social support).

This qualitative exploratory study investigated the career development experiences, concerns, and interests of hourly employees. The study, conducted in the USA, focused on satisfaction with work and careers and the potential role of career development activities in enhancing work life. Results revealed a range of needs and perspectives regarding career development and reinforced the importance of conducting further studies with this key population. While workplace research typically has highlighted managers and executives, hourly employees are essential to organizational output. Therefore organizations are urged to devote more attention to the career development of these often‐overlooked employees.

In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.

This paper aims to examine the moderating role of organizational learning culture (OLC) on the relationship between human resource development (HRD) practices and employee competencies (EC) in enhancing organizational effectiveness (OE).

An integrated research model of HRD practices, EC, OE and OLC was developed. The validity of the model is tested by applying structural equation modelling (SEM) approach to data collected from 506 employees working in 4 medium-size cement manufacturing companies.

The results confirmed that training and career development had a significant impact on EC, the moderating effect of OLC on the relationship between HRD practices and EC was found significant and there is a significant and positive relationship between EC and employee perceived OE.

This paper contributes to the HRD literature, integrating HRD practices, OLC and EC. The research is unique as it has applied moderated SEM to test hypotheses of the study.

This paper aims to examine the influence of individual and organizational variables on the career advancement of academics in Malaysian private universities.

A correlation study was conducted in six private universities. Data were collected using a structured self‐administered questionnaire. The dependent variable was academics' career advancement and the independent variables were individual and organizational factors. Using stratified random sampling, 105 full‐time academics were chosen as the study respondents. They represented sampling criteria such as pure science and social science disciplines, job positions and academic qualifications.

Regression analysis showed that organizational variables, specifically mentoring, social network and organizational support, were the significant contributors to the career advancement of the academics with 56.1 per cent explanatory power. These results are useful to human resource development (HRD) personnel of the universities as guides for them to plan and implement HRD initiatives.

This study contributes knowledge to career advancement among academics in private universities. These institutions are rapidly expanding in Malaysia to cater to the needs of achieving the entrance of 40 per cent of the population into tertiary education by the year 2020. At the tertiary education level, HRD is important specifically to create better awareness among academics about their career planning and aspirations, the role organizational‐related factors have in their careers and how they should respond to the services given by the institutions.

The paper examines factors (limited to individual and organizational factors) that are of concern to HRD managers in managing the career advancement of academics in rapidly developing private universities.

This study aims to examine the relationship between knowledge management and career development in an era characterized by high levels of youth unemployment and a demand for specialized skills. Despite the increasing transition to a knowledge-based economy, there is a significant gap between young people’s skills and career readiness, necessitating an in-depth analysis of the role of knowledge management at the individual, organizational and national levels.

The authors conducted a qualitative study using the theory-context-characteristics-methodology approach based on a systematic literature review. The authors created an ecological framework for reflecting on knowledge management and career development, arguing for a multidisciplinary approach that invites collaboration across sectors to generate innovative and reliable solutions.

This study presents a comprehensive review of the existing literature and trends, noting the need for more focus on the interplay between knowledge management and career development. It emphasizes the need for businesses to promote the acquisition, storage, diffusion and application of knowledge and its circulation and exchange to create international business human capital.

The findings may help multinational corporations develop managerial training programs and recruitment strategies, given the demand for advanced knowledge-based skills in the modern workspace. The study also discusses the influences of education, experience and job skills on business managers’ performance, guiding the future recruitment of talents.

To the best of the authors’ knowledge, this review is among the first to assess the triadic relationship between knowledge management, career development and the global unemployment crisis. The proposed multidisciplinary approach seeks to break down existing silos, thus fostering a more comprehensive understanding of how to address these ongoing global concerns.

The purpose of this paper is to investigate whether there is a difference in career development programs between family and nonfamily companies. Moreover, the paper explores the relationships between career development dimensions and affective commitment in a family business setting.

A cross-sectional questionnaire-based survey was used to collect data from 506 employees in Bosnia and Herzegovina across the different industries. Independent t-test and hierarchical regression were used to test the hypotheses developed in the study.

The findings supported our assumptions that there is a significant difference in career development opportunities between family and nonfamily companies. Moreover, career development has a higher influence on affective commitment in the family business setting.

The data for this study was collected by using convenience sampling, as well as a cross-sectional survey method, which limits the generalization of results. Due to the unavailability of a public database, we relied on employees’ perceptions when it comes to the ownership of a company.

To keep key employees, family business owners and managers have to invest in career development programs. The study shows that by aligning employee and organizational goals, offering professional development and remunerating the positive performance helps in keeping the most valuable assets within the company.

So far, the research about career development in family businesses was insensible. This study provides an important contribution to the understanding of career development and its outcomes in family businesses.

Despite the burgeoning interest in corporate universities (CUs), their pragmatic application and ongoing evolution present challenges. This study aims to analyze the South Korean CU landscape from a balanced perspective to draw implications for the sustainable development of CUs.

The study uses a case study method to systematically explore CUs in South Korea by reviewing the South Korean government reports on CUs. The cases of CUs are analyzed based on the holistic model of CUs, which functions as an analytical framework.

By analyzing four groups of CUs, namely, in-house colleges, corporation colleges, technical colleges and in-house college-type lifelong educational establishments, implemented in South Korea, this study draws implications for the sustainable development of CUs, using the holistic CU model.

By analyzing cases of CUs from a new perspective, this study contributes to expand knowledge on CUs and suggests implications for organizations aiming to establish and sustain their own CUs tailored to their specific needs. Furthermore, this paper delves into the support necessary for the successful implementation and sustainable development of CUs, spanning organizational/team, national and individual levels.

The purpose of this paper is to explore the potential of using massive open online courses (MOOCs) for employee learning and development in organizational settings by reviewing the literature and examining several cases from a virtual human resource development (HRD) perspective.

To collect information on MOOCs in the workplace, the authors reviewed peer- and non-peer-reviewed articles, book chapters, books, white papers, corporate websites and blogs, and business magazines published between 2008 and 2018.

A total of 18 cases were summarized to present the use of MOOCs in organizational settings for training and development, organizational development, career development, and professional development. For a more in-depth review, three cases were selected and the details were introduced in terms of context, process/progress, and outcomes: McAfee, Rabobank, and Library and Information Science.

When organizations decide to use MOOCs for their employee development and learning, practitioners could also establish the selection criteria of MOOCs for specific purposes based on their organizational contexts by assessing the effectiveness of existing MOOC programs.

This study highlights the use of MOOCs in organizations to examine their potential as a support tool for virtual HRD to facilitate employee learning and development in the workplace.