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The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement.

This study adopts multilevel analysis, using the 2013 Human Capital Corporate Panel data set compiled by the Korea Research Institute for Vocational Education and Training.

Taking into consideration 572 employees over 61 companies, our findings reveal that job satisfaction and organizational commitment are significant individual factors that affect job performance through career development. Moreover, mentoring/coaching is found to be an organizational factor that influences job performance improvement through career development, while job rotation interferes with job performance through career development.

The framework of the present study is consistent with the framework for organizational career development created by McDonald and Hite (2016), which emphasizes considering both organizational and individual factors together.

The results of this study provide empirical evidence and practical implications for leaders, line managers and human resource managers who are responsible for employees’ career development when they plan career development interventions.

This study offers a conceptual framework for career development, paying special attention to multi-level development.

The purpose of this paper is to examine the effects of organizational-related variables and the moderating role of career strategies on protean career among employees.

Research data are gathered from a sample of 306 employees in 18 electrical and electronics multinational corporations (MNCs) in Malaysia. Partial least squares structural equation modeling (PLS-SEM) is used to examine the influences of organizational-related factors and the moderating role of career strategies on protean career.

The results demonstrate that organizational-related variables, namely, employability culture and mentoring are viewed as potential predictors of protean career. There are significant moderating effects of career strategies on the relationship between both employability culture and mentoring toward protean career among employees.

This paper provides an empirical framework to explain protean career based on the review of career-related literatures.

The findings provide implications to both organizations and human resource development practitioners on new career trends of protean career. Practical interventions are suggested to assist individuals and organizations toward protean career development.

This paper offers new insight into the predicting factors of protean career and its moderating role on career strategies.

This study aims to investigate the relationship between different organisational development programmes (360-degree feedback; Coaching; Job assignment; Employee assistance programmes; On-the-job training; Web-based career information; Continuous professional development; External education provision) and employees’ career development. The implications of the moderating effects of gender on the relationships between these eight organisational programmes and career development are assessed.

To examine hypothesised relationships on eight organisational programmes and career development, this paper computed moderated regression analyses using the PROCESS macro (3.5), for a two-way analysis of variance (Hayes, 2018). The data collected are based on a survey sample of employees (n = 322) working in Scotland.

Two main findings arose from this empirical study. First, there are significant direct relationships between seven out of the eight organisational development programmes and their influences on employees’ career development. Second, gender is a significant moderator for four of the programmes’ relationship with career development, namely, coaching, web-based career information, continuous professional development and external education provision. However, gender failed to moderate the four other programmes’ (i.e. 360-degree feedback, job assignment, employee assistance programmes and on-the-job training) relationship with career development.

This paper concludes that closer attention should be given to the organisational design of these development programmes and consideration of potential gender differences in employees’ perception of their importance for career development in their organisation. To date, the majority of research in the literature has concentrated on the impact of training on career development, so this study contributes to the body of knowledge on a set of organisational development programmes and their effect on career development moderated by gender.

This study aims to investigate how the relationship between two aspects of career management – the practice of career development activities by the organization (organizational career development) and career development activities by the individual (career self‐management), and affective and normative commitment levels, are influenced by the value that employees place on the career development offerings of their organizations.

Empirical evidence was drawn from 196 manager members of the Australian Institute of Management. Hierarchical moderated regression analysis was used to test the hypothesized relationships of the model.

Levels of affective and normative commitment improved when organizations provided continuous learning to managers. This was the case, for career management both by the individual, and by the organization. In particular, normative commitment was strongest for those who valued the continuous learning they received while managing their own careers. For the group of managers who experienced organizational career development the opposite was the case. Continuous learning provided by the organization improved their levels of affective commitment.

Organizations must understand the needs of their staff so that they can provide career management practices that are valued and can enhance their levels of affective and normative commitment.

The paper highlights the importance of organizations paying attention to what individuals value so that they may fit with the organization and enhance their commitment to it. It also draws attention to career self‐management as a positive organizational initiative.

The purpose of this study is to examine the relationship between psychological contracts and subsequent internship outcomes, with a specific focus on employer obligations with regard to career development. The study also examines the potential moderating role of person–organization (P–O) fit.

Online surveys were administered to 196 college students both prior to and upon completing their summer internships. Moderated mediation analyses were performed following Hayes (2018).

The results show that employer fulfillment of career development is positively associated with organizational attractiveness, as mediated by intern skill acquisition. In addition, high levels of P-O fit ameliorated low developmental situations, with high P-O fit resulting in stronger attraction to the organization than low P-O fit.

The study underlines the importance of career development and the associated attainment of instrumental resources in the psychological contract process between organizations and interns. For the former, the provision of career development may increase interns' attraction to the organization. For interns, such opportunities can enhance skill acquisition, with differential effects for those with high and low P-O fit.

This study is the first to provide an empirical assessment of the instrumental outcomes of psychological contract fulfillment with regard to career development prior to formal organizational entry. It further sheds light on the interactive effect of skill acquisition and P-O fit in predicting individual perceptions of the organization.

The purpose of this study is to review the research about organizational career management (OCM) and provide an integrated understanding of OCM research.

In this paper, the authors systematically review 85 OCM-related papers published in highly influential journals over the past four decades (1978–2021). This paper reviews the definitions, measurements, antecedents, outcomes, mediators and moderators of OCM.

Diverse definitions of OCM exist, with three key common factors: what should be included in OCM, who is responsible for OCM and the goal of OCM. Scholars use different OCM measures, which might be due to different nations, industries, groups and scale development methods. More than 20 papers demonstrated the positive influences of OCM, providing convincing evidence of the necessity of OCM. About 90% of the current papers we reviewed (27 out of 30 papers) dominantly examined the influence of OCM on individuals’ attitudes or work behavior. The influence of OCM on organizational outcomes was less addressed.

First, the authors review the existing OCM measurements and distinguish two ways of measuring OCM: OCMP (organizational level, rated by HR managers or HR vice president or CEO, capturing the real practices) and POCM (Perceived OCM, individual level, rated by employees, capturing subjective perception of practices). This distinction reduces the ambiguity in existing measurements. Second, we summarize the empirical findings of OCM, including the antecedents, outcomes, mediators and moderators. These findings uncover the benefits/risks of OCM and the factors that may influence its effectiveness. Third, the review provides several practical implications as the findings can help managers improve their career development programs.

The purpose of this study is to emphasize the important role of performance-oriented human resource (HR) practices and gender equality perceptions in supervisors and chief executive officers (CEOs) for career development among women in management.

This study used a quantitative methodology to examine relationships among variables. The authors conducted a survey to investigate factors influencing the career development of women managers in professional settings, with a sample of 1,502 female managers in South Korea.

The relationship between performance-oriented HR practices and career development for women managers was supported. In addition, self-leadership significantly mediated the relationship between performance-oriented HR practices and career development. Finally, double moderator effects of gender equality perceptions of CEOs and supervisors on the relationship between performance-oriented HR practices and self-leadership were significant.

This study emphasizes that career development for women in South Korea depends on gender equality awareness and institutional reorganization for best practices at top management levels. Specifically, this study identified the essential role of performance-based HR practices to support self-leadership and career development in women managers. Furthermore, this study recognized gender equality perceptions of CEOs and supervisors as a critical factor in the successful career development of women managers.

The present study has two purposes. One is to investigate the relationship between an Inter‐Organizational Career Orientation (IOCO) of employees and their career strategies. The second is to investigate the effects of the career attitudes that an IOCO has on employee career strategies.

The facts and conclusions presented in this paper were obtained from a study of 365 employees from 16 companies. A multiple regression analysis was adopted for testing hypotheses.

With regard to the first objective, it was determined that IOCO has a positive effect on inter‐organizational career strategies (career exploration) and a negative one on organizational career strategies (self‐nomination). With regard to the second objective, the moderating effects of career attitudes toward the relationships described as follows became clear: job involvement of employees with regard to the relationship between IOCO and creating career opportunities; job involvement of employees with regard to the relationship between IOCO and self‐nomination; job involvement of employees with regard to the relationship between IOCO and career insight; and career goal commitment of employees with regard to the relationship between IOCO and challenging work behavior.

An analysis according to demographic factors and the implementation of longitudinal research are suggested as future research subjects.

This paper showed that IOCO contributed not only to the rejection of organizational career strategies but also to that of organizational and inter‐organizational career strategies. “Domain fit hypothesis” was verified in new organizational behavioral concepts between career orientation and a career strategy.

The present study purports to unravel the mechanism in relationship among leadership behaviour integrity, organisational career development and employee engagement. Further, it also aims to understand if the employee feedback self-efficacy has any moderating influence on the relationship between leader behavioural integrity and organisational career development.

Pre-existing questionnaires are used for collecting data from a total of 417 employees working in the information technology industry operating within India. Analysis of the data is done using structural equation modelling technique.

Results of the study show that organisational career development partially mediates the relationship between leadership behavioural integrity and employee engagement. It is also found that feedback self-efficacy plays a moderating role in the relationship between leadership behavioural integrity and organisational career development.

The study helps to understand the mechanism of the relationship between leadership behavioural integrity and employee engagement through organisational career development with the support of ethical theory and social exchange theory. It also shows the moderating role played by feedback self-efficacy in the relationship between leadership behavioural integrity and organisational career development using social learning perspective.

The late 1970s saw a significant change in the management of human resources in organizations. Many new programs have been introduced in such areas as career counselling and placement, employee training and development, job redesign, and alternative work schedules. As the programs are becoming more sophisticated and pervasive throughout organizations, executive involvement in such programs is increasing. Executives must be able to develop and monitor programs which strengthen the fit between employees' needs and those of their organization.