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Article
Publication date: 29 April 2022

Qinglin Zhao, Zijun Cai, Wenxia Zhou and Ledi Zang

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

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Career Development International, vol. 27 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 3 April 2017

Siew Chin Wong, Roziah Mohd Rasdi, Bahaman Abu Samah and Nor Wahiza Abdul Wahat

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.

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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

Details

European Journal of Training and Development, vol. 41 no. 3
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 1 February 2006

Cherlyn Skromme Granrose and Patricia A. Baccili

To examine the existence of career psychological contracts and consequences of perceived violations for traditional, protean and boundaryless career psychological…

5021

Abstract

Purpose

To examine the existence of career psychological contracts and consequences of perceived violations for traditional, protean and boundaryless career psychological contracts in one sample of aerospace employees.

Design/methodology/approach

Structured questionnaires were used to collect data. Regression analysis was used to test hypotheses.

Findings

Most employees consider traditional career goals like job security and upward mobility important, but believed the organization failed to meet these perceived obligations. Perceived violations of psychological contract obligations for job security and training reduced organizational commitment, and violations of perceived upward mobility opportunity obligations were related to intentions to leave. Employees' commitment to managers moderated the effect of low levels of organizational career contract violations, but had no effect on intentions to leave if managers violated psychological career contracts or if the organization had a high level of perceived career psychological contract violations.

Originality/value

Organizations could benefit from providing more training in career support for managers and scholars should examine organizational and managerial psychological contracts as separate constructs.

Details

Career Development International, vol. 11 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 1 April 2006

Hiroshi Yamamoto

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

4437

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Originality/value

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.

Details

Career Development International, vol. 11 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 21 September 2010

Mary Bambacas

This study aims to investigate how the relationship between two aspects of career management – the practice of career development activities by the organization …

3424

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Journal of Management Development, vol. 29 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 June 2020

Annabelle Hofer, Daniel Spurk and Andreas Hirschi

This study investigates when and why negative organization-related career shocks affect career optimism, which is a positive career-planning attitude. The indirect effect…

1364

Abstract

Purpose

This study investigates when and why negative organization-related career shocks affect career optimism, which is a positive career-planning attitude. The indirect effect of negative organization-related career shocks on career optimism via job insecurity and the role of perceived organizational career support as a first-stage moderator were investigated.

Design/methodology/approach

Three-wave time-lagged data from a sample of 728 employees in Switzerland was used. Time-lagged correlations, an indirect effect model and a conditional indirect effect model with bootstrapping were used to test the hypotheses.

Findings

First, this study showed a significant negative correlation between negative organization-related career shocks (T1) and career optimism (T3), a positive correlation between negative organization-related career shocks (T1) and job insecurity (T2) and a negative correlation between job insecurity (T2) and career optimism (T3). Second, findings revealed that negative organization-related career shocks (T1) have a negative indirect effect on career optimism (T3) via job insecurity (T2). Third, perceived organizational career support (T1) buffers the indirect effect of negative organization-related career shocks (T1) on career optimism (T3).

Originality/value

This study provides an initial examination of the relationship between negative organization-related career shocks and career optimism by applying assumptions from the JD-R model and Conservation of Resources theory. Implications about how to deal with negative career shocks in HRM and career counseling are discussed.

Details

Career Development International, vol. 26 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

Book part
Publication date: 12 June 2017

Corey Pech

The literature on precarious and insecure work rarely examines how workers with jobs in large bureaucratic firms experience insecurity. Current theories suggest two…

Abstract

The literature on precarious and insecure work rarely examines how workers with jobs in large bureaucratic firms experience insecurity. Current theories suggest two approaches. First, workers might focus on their individual occupation and detach their commitment from firms that no longer reciprocate long-term commitments. Second, employees might respond with increased organizational commitment because leaving an employer creates risks of uncertainty. Based on in-depth interviews with 22 financial services professionals, this paper refines our understanding of when workers focus on intra-organizational career development. This happens when large firms offer opportunities for advancement and foster loyalty. I develop the terms spiral staircase and serial monogamy career. A spiral staircase career results when workers take entrepreneurial approaches to advancement that include lateral job changes and vertical promotions within a firm. When the local labor market has multiple firms in their sector, career advancement may take an intermediate form, in which workers spend medium-to-long-term stints with multiple organizations. I call this the serial monogamy career. My research shows how sector characteristics and geography can impact worker commitment and mobility in insecure environments.

Details

Emerging Conceptions of Work, Management and the Labor Market
Type: Book
ISBN: 978-1-78714-459-0

Keywords

Article
Publication date: 2 May 2018

Yongho Park

The purpose of this paper is to find the effects of boundaryless career, organizational commitment, and external support seeking on career satisfaction.

Abstract

Purpose

The purpose of this paper is to find the effects of boundaryless career, organizational commitment, and external support seeking on career satisfaction.

Design/methodology/approach

The data were collected from 271 South Korean financial company employees through the survey method. Descriptive analysis was conducted, followed by the correlation and multiple regression analyses.

Findings

The study results showed that organizational mobility preference has a negative effect on career satisfaction. The results also showed that boundaryless mindset and external support seeking have positive effects on career satisfaction.

Research limitations/implications

This study showed theoretically that an individual’s specific career related behaviors and attitudes have a positive influence on career satisfaction.

Practical implications

Practically, this study results showed some suggestion for enhancing the employee’s career satisfaction by constructing a career support system.

Originality/value

This paper provides a better understanding of the influences of boundaryless career, organizational commitment, and external support seeking on career satisfaction with an HRD perspective.

Details

Industrial and Commercial Training, vol. 50 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 13 December 2021

Roopa Modem, Sethumadhavan Lakshminarayanan, Rajasekharan Pillai and Nandan Prabhu

The dynamic career scenario and the significant change from traditionally placing careers in employers’ hands to self-managing one’s careers have sparked profound…

Abstract

Purpose

The dynamic career scenario and the significant change from traditionally placing careers in employers’ hands to self-managing one’s careers have sparked profound scholarly interest in career growth. This paper aims to analyze quadricentennial literature on career growth published during the years 1995 through 2020. In this paper, through bibliometric and integrative reviews, the authors address the two critical questions, “what do we know?” and “where should we go?” While the bibliometric review examines the evolution and trends, the integrative review examines the dynamics of conceptual frameworks, primary research foci, research context and quality in research designs and methods.

Design/methodology/approach

The study adopted preferred reporting items for systematic reviews and meta-analyses guidelines to identify the papers for this review. The data set comprised 102 papers and 60 papers for bibliometric and integrative review, respectively. “CiteSpace” is used for the bibliometric analysis and the template designed by the authors is used for the integrative review.

Findings

The results present conceptual clarification for career growth and its related constructs. The bibliometric analysis findings highlight the extensive research on career growth followed by organizational career growth and career growth opportunities. The findings also show that seven of the top 10 productive authors are from China. This study also identifies theoretical, conceptual and methodological opportunities and provides recommendations intended to further research engagements across the different aspects of career growth.

Originality/value

To the best of the authors’ knowledge, this is the first study to introduce bibliometric analysis into career growth literature. This research adopts an integrative review approach and offers insights into career growth literature.

Details

Industrial and Commercial Training, vol. 54 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 2022

Ashly Pinnington, Hazem Aldabbas, Fatemeh Mirshahi and Tracy Pirie

This study aims to investigate the relationship between different organisational development programmes (360-degree feedback; Coaching; Job assignment; Employee assistance…

1064

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Workplace Learning, vol. 34 no. 5
Type: Research Article
ISSN: 1366-5626

Keywords

1 – 10 of over 46000