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This research examined the different profile of individual, opportunity structure, and career strategy variables related to both objective (salary) and subjective (self‐perceived) career success. Questionnaire data were obtained from a stratified sample of 723 full‐time employees at several higher education institutions in the north of England. Controlling for age, tenure, gender, and occupation, a different profile of factors predicted objective and subjective career success. The highest objective career success was reported by employees with a high level of education, who worked in larger organizations with well‐structured progression ladders and invested considerable effort in their work role. In contrast, the highest subjective career success was reported by employees who were high on work centrality, who worked in organizations with well‐structured progression ladders and employment security, and who networked frequently yet reported a lack of ambition. The theoretical and practical implications of these findings are discussed, together with avenues for further research.

Drawing on goal orientation theory, the authors propose a moderated mediation model, wherein objective career success is positively related to employees' life satisfaction through subjective career success moderated by learning and performance goal orientations.

Data were collected from 188 employees in South Korea. The hypotheses were tested with the moderated mediation regression analysis.

The results indicated that salary and promotion, as indicators of objective career success, were positively related to subjective career success. However, subjective career success mediated only the influence of salary, not promotion, on life satisfaction. Furthermore, the authors found that the indirect relationship between salary and life satisfaction via subjective career success was not significant for employees with high learning goal orientation but was significant for those with high performance goal orientation.

Organizations need to understand that a higher salary and frequent promotions may not always be positively related to employees' satisfaction with career and personal life and should consider the types of goal orientations.

The authors’ consideration of goal orientation as a dispositional characteristic contributes to the comprehensive understanding of how employees' learning and performance goal orientations interact with objective career success in influencing their subjective career and life satisfaction.

The purpose of this paper is to find out the moderating role of emotional intelligence (EI) in the relationship between career commitment and career success of the bank employees working in Pakistan.

The study used ex post facto method where 200 middle-level managerial bank employees were surveyed by means of a close-ended questionnaire. Moderated multiple regression was run to test the hypotheses.

As expected, the research findings confirmed the expectation of significant relationship between career commitment and objective/subjective career success. Further, the research findings bolstered one of the research postulates that EI will moderate career commitment-objective career success relationship. However the argument of EI’s moderation between career commitment-subjective career success relationship was not supported by the findings.

This paper adds value to the existing body of knowledge by augmenting the need of understanding the distinctiveness of objective and subjective career success. The study unveils the importance of devising separate mechanisms to cater both the objective and subjective career success needs of the employees and enhances the scope of career literature in South Asian settings.

This study aims to address a paucity of research into career success by exploring the impact of organizational context (“in-group” culture and the competitiveness strategy) and individual variables (self-efficacy and goal orientation), on objective career success (academic position) and subjective career success (career satisfaction).

Survey data were obtained from 447 faculty members employed by Babeș-Bolyai University (BBU), the best-ranked Romanian higher education institution. For analysis, hierarchical multiple regressions analyzes were used.

The novel results of this quantitative analysis are that organizational context variables influence both subjective career success and objective career success. Academics who do not attain promotion have lower subjective career success and objective career success, as a result of the publish or perish university strategy. Self-efficacy has a positive impact on both success types, while goal orientation is for subjective career success a weak predictor.

Organizational efforts should be focused on improving academics career development especially for those teachers who are in the current position already for many years. The development of performance-driven career paths should be also considered for diminishing the impact of organizational variables.

This paper extends the knowledge concerning objective and subjective career success by revealing the important impact of contextual determinants, as it confirms the impact of individual self-efficacy in a university context and partially the one of goal orientation.

The purpose of this paper is to evaluate how perceived career channels and career anchors are related to objective internal career success, and how subjective career success mediates the effects of objective success on employer satisfaction.

Data were collected using questionnaires, and hypotheses were tested on a sample of 800 engineers and managers. Of the sample, 35 percent were female and 67 percent worked in the private sector.

The findings show that the more respondents perceive that performance carries weight in promotion decisions, the higher their level of objective career success. In contrast, the importance placed on relations with the hierarchy has no significant influence. Respondents with a strong management anchor report greater objective career success, and those with a strong life style anchor report lesser objective career success, but greater success in life outside work. Finally, the findings indicate that job success is associated with greater satisfaction with employer, whereas life success is related to lesser satisfaction.

This study is based on a sample taken from one profession (engineers), in a specific cultural context. The cross-sectional research design precludes the inference of some causality conclusions.

Organizations may benefit from disseminating promotion attribution criteria and reducing perceptions of favoritism in reward allocation. In addition, this study shows that not only individuals but also the employer can benefit from greater positive interdependence between career success and life success.

This study represents the first comprehensive attempt to examine the role of perceived career channels and career anchors in objective and subjective career success.

The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the context of a public sector organisation in Malaysia.

The study utilised a cross‐sectional design and investigated these relationships indicated on a sample of 288 managers from the Malaysian public sector.

The study found that increasing internal visibility was related to monthly income and subjective career success. Managerial level moderated the relationships between some types of networking and objective career success.

The study was cross‐sectional in nature and involved a sample of managers from public sector organisations. However, there is scope to longitudinally investigate the impact of specific networking behaviours on both objective and subjective career success.

The study findings highlight the advantages that senior managers have in respect of networking opportunities and the importance of particular types of networking objective and subjective career success.

The study findings extend the knowledge of the value of networking and demonstrate that the relationships found in Western organisations also are true in Asian organisations and cultures and in public as well as private sector organisations.

The purpose of this paper is to explore how women managers in Lebanon account for their career satisfaction and construct their career success.

A review of literature along with a survey‐based quantitative approach is adopted for understanding the perception of the Lebanese Arab women to their career success. The questionnaire was administered to women participants in managerial and executive roles in different occupational sectors.

The findings suggest that despite the glass ceiling that the Lebanese women managers face, they perceived themselves as successful. However, their success was mainly attributed to their satisfaction with the subjective rather than the objective aspects of their careers.

The value of this paper is three‐fold. First, and in view of the Western focus of similar research, this study contributes to the understudied area of research of women managers and their careers in the Arab Middle East. Second, through empirical research stemming from Lebanon, this paper confirms the salience of the glass ceiling in the non‐traditional Middle Eastern research locale. Third, it challenges the widespread notion that the subjective and the objective dimensions of career success are correlated. Although the findings cannot be generalized to the entire Middle‐Eastern Arab region, they demonstrate important differences in the concept of self‐perceived subjective and objective career success.

This paper aims to examine the relationships between networking behaviours objective and subjective career success, and the moderating role of gender on these relationships among Malaysian public sector managers.

The study utilised a cross-sectional design and surveyed 288 randomly selected public sector managers who were employed full-time.

Increasing internal visibility was the only form of networking that related to both monthly gross incomes and subjective career success. Gender did not moderate the relationships between networking behaviours and the career success measures.

The public sector and cultural contexts of the study may limit the generalisability of the findings. However, the paper did find that the measures used were appropriate and valid.

The study highlights the importance of internal networking and the value of training managers in networking skills.

The study contributes to the emerging literature on the career success of managers in non-Western countries.

The purpose of this paper is to develop a theoretical framework for measuring public sector managers' career success.

The theoretical foundation used in this study is social cognitive career theory. To conduct a literature search, several keywords were identified, i.e. career success, objective and subjective career success, managers, managerial career development and social cognitive career theory. Several electronic databases available in the university's library, such as Emerald, EBSCOHost, SAGE, Science Direct and Blackwell Synergy, were used to search for resources. Literature includes sources written in both English and Malay.

The four factors that have predictive potential on managers' career success are individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and the person‐environment fit factor. Career success should be operationalized using both objective and subjective career success.

The study was exploratory, based on a literature review. Empirical study is needed to examine the predictive potential of the four key factors (i.e. individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and person‐environment fit factor) for public sector managers' career success.

Strengthening the HRD framework through organizational development, personnel training and development and career development may develop and unleash individual potential which leads to positive career outcomes (objective and subjective career success).

The research constructs a theoretical framework which outlines the predictive potential of four key factors on public sector managers' career success. The four key factors can be developed through HRD practices.

This study aims to advance a holistic and integrated view to understand the relationship between career capital and career success among knowledge workers.

The study examines the associations of three forms of career capital – human, social and psychological capital – on career success. Career success is measured through a subjective evaluation of career satisfaction and an objective evaluation of promotion. The data are drawn from 624 knowledge workers from Finland with an academic degree in business studies. The model is tested through structural equation modeling.

The results stress the importance of psychological capital as an important career resource among knowledge workers. Therefore, our findings contribute to career research by supporting the argument that context and/or occupational group matters in the relationship between career capital and career success.

The cross-sectional data partly restrict our ability to delimit an impact. Further research using a longitudinal design would be required to confirm longitudinal effects. The respondents were a relatively homogeneous group of knowledge workers, and thus, the results are not generalized to other samples. The Finnish context (e.g., a high-quality education system, welfare society, dual-earner model) may also include special aspects that may have an effect on results limiting generalization to different contexts rather than Nordic ones.

Career capital is an important element of taking charge of one's career, which is expected in current working life scenarios. Given psychological capital has an impact on employees' career success, employees' psychological capital could be supported in organizations to help them to adapt to career changes. Employers benefit from individuals who are willing to invest in their work, and therefore, the employers should be aware of the individual factors that affect employees' career success.

The meaning of career success may be context and culture related, as might its predictors. Hence, perceived career success may benefit and spill over to several stakeholders such as employers, family members and friends through its effects of positive energy and well-being. Career counselors could place more emphasis than currently on developing the psychological capital of their clients. The findings are important for other practitioners as well, such as human resource (HR) professionals who might consider dedicated programs fostering psychological capital qualities, which seem to relate to career success among knowledge workers.

A research model that considers career capital as an integrated entity is presented rather than focusing on a single form of career capital. Contextual issues were included by focusing on knowledge workers who represent careerists in a welfare society. These findings could advance career theory and provide developmental guidelines to help employers, HR and career-oriented individuals to build successful careers.