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The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS).

A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20.

The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported.

While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand.

Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support.

This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes.

The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process.

This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.

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.

The purpose of this study was to examine the relationship between organisational support for career development (OSCD) and employees' career satisfaction. Based on an extended model of social cognitive career theory (SCCT) and an integrative model of proactive behaviours, the study proposed that career management behaviours would mediate the relationship between OSCD and career satisfaction, and between proactive personality and career satisfaction.

Public and private sector employees (N=90) participating in career development activities completed a survey regarding their proactivity, OSCD, career management behaviours and career satisfaction.

OSCD, proactive personality and career management behaviours were all positively related to career satisfaction and career management behaviours mediated the relationship between proactive personality and career satisfaction. There was no support for the career management behaviours mediating between OSCD and career satisfaction.

This study provided support for the extended SCCT model by testing a subset of its proposed relationships using a cross‐sectional approach. The sample surveyed (employees participating in career development activities) and the large proportion of full‐time employees, may limit the generalisability of the findings. Future longitudinal research could more fully test the relationships proposed by the extended SCCT model and include a greater representation of part‐time and casual employees.

The results suggest that there are benefits for organisations and individuals investing in career development.. First, from an organisational perspective, investing in OSCD may enhance employees' career satisfaction. Second, employees may enhance their own career satisfaction by participating in career management behaviours.

This study integrated the predictions of two models (an extension of SCCT and a model of proactive behaviours) to test the influence of environmental (OSCD) and individual difference (proactive personality) variables on career satisfaction. Exploring how organisational and individual variables together influence career satisfaction provides a more balanced approach to theoretical development.

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in the field of behavioral ethics. We provide an example of how this might be accomplished, by building on recent work on organizational support that emphasizes more specific facets of perceived organizational support (POS). We introduce the concept of perceived organizational support for ethics (POS-E) and test its predictive power on a sample of 4,315 employees from manufacturing and technology firms. We find support for our assertions that ethics-specific support is a better predictor of ethics-related outcomes (e.g., pressure to violate ethical standards, preparedness to handle ethical violations) and general support (POS) is a better predictor of more general organizational outcomes (i.e., job satisfaction). Theoretical and practical implications of these results and the importance of moving toward more specific versus general constructs in the field of behavioral ethics are discussed.

Responding to calls for further research, the primary aim of the current study is to examine the employee perceptions of development (EPD) and intent to stay process with potential intervening variables (i.e. job satisfaction and supervisor support) to expand our understanding of how employees will respond to such perceptions.

A large sample (n = 687) of survey responses from a health-care organization was analyzed. The data set is from an employee experience survey that was distributed to employees after one year of employment. As one of the largest change initiatives in its history, the organization was in the process of merging with another large health-care organization.

The results indicated that there is a direct and positive relationship between EPD and intent to stay, and that job satisfaction mediated this relationship. These findings provide further evidence that employee development is an effective intervention to reduce turnover and increase job satisfaction.

The current study contributed to the existing literature by providing additional evidence for the positive effects of employee career development perceptions on job satisfaction and intent to stay by examining a large sample in an organizational setting.

To investigate the factors predicting the career progression of hotel managers working in international hotel chains in Ireland, Europe and Asia.

The study uses a cross‐sectional questionnaire design consisting of 337 respondents. It investigates individual‐ and organisational‐level factors that potentially explain the career progression of hotel managers.

The study reveals significant differences in managerial progression in the three sub‐samples. A multiplicity of factors explains differences in advancement. These include demographic, human capital, psychological characteristics of the manager and organisational characteristics. The model developed in the paper explained significant variance in three measures of managerial advancement: salary level, number of job moves, and position reached in the hierarchy.

The study is based on self‐report data and the response rates are slightly below those reported for behavioural science research. The study does not gather the perceptions of the managers' superiors. The findings indicate that managerial advancement is explained by a complex set of factors, which would benefit from further investigation.

The study findings suggest important practical implications for the provision of training and development, individual and organisational career strategies, the role of networking in advancement and the respective roles of managers and organisations in managing careers.

The paper has a cross‐cultural dimension which to date is largely absent from this area of research.

The purpose of this paper is to contrast the foundations of (affective) organizational and career-oriented commitment. Using social exchange theory as a background, organizational commitment is proposed as a mediator between perceived organizational support (POS) and competence development activities and feedback-seeking behavior. Career-oriented commitment, defined as a self-interested orientation toward one’s career, is proposed to mediate a positive relationship between proactive personality and competence development but a negative relationship between proactive personality and feedback-seeking.

Data were collected from 126 employees using one-year time-lagged study in which POS and proactive personality were measured at Time 1, commitment variables at Time 2, and competence development and feedback-seeking at Time 3.

Organizational commitment mediated a positive relationship between POS and competence development but not feedback-seeking. Career-oriented commitment mediated a negative relationship between proactive personality and feedback-seeking but did not mediate the relationship to competence development. Proactive personality exerted direct and positive effects on competence development and feedback-seeking, but had a negative effect on feedback-seeking through career-oriented commitment.

An implication of these findings is that organizations need to reduce the detrimental effects that the proactivity trait exerts on feedback-seeking through career-oriented commitment. One way to do this is to increase the fit between organizational career opportunities and the career expectations of employees with high career-oriented commitment.

This study indicates that social exchange and self-interest motives act as distinct drivers of organizational and career-oriented commitment, respectively, and that these motives have implications for how individuals learn and socialize in the workplace.

This study investigates the moderating role of employee office location in the relationship between support-related job resources (i.e. organizational support for development, supervisor support) and work engagement among public sector employees.

An online questionnaire was completed by 2,206 digital services branch of public service employees in Canada. Structural equation modeling (SEM) was used to test office location as a moderator of job resources and work engagement.

The results indicate that office location moderates the relationship between organizational support for development and work engagement, such that this relationship is stronger for head office employees. Conversely, results show office location moderates the relationship between supervisor support and work engagement, such that this relationship is stronger for regional office employees.

The questionnaire was self-report in nature and from a single department. Future research should consider multiple sources of reporting and additional departments.

The current study suggests that to increase work engagement, public sector organizations need to offer head office employees more organizational support for development and regional employees more supervisor support.

The literature on public sector work engagement tends to study job resources as having universal effects on work engagement regardless of employees' place of work. This study suggests that certain resources matter more depending on office location.

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.