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The purpose of this paper is to develop an integrative process model that explains the mechanisms through which intrinsic motivation can influence career self‐management and subsequent subjective and objective career success.

Research on career self‐management can benefit by incorporating an intrinsic motivation perspective. The paper proposes a model that depicts how four components of intrinsic motivation – meaningfulness, competence, choice, and progress – can contribute to career self‐management.

Because the manuscript is conceptual and theoretical in nature, there are no empirical findings to discuss. The paper does, however, advance six testable research propositions linking components of intrinsic motivation to career self‐management and career success.

The model is most applicable for individuals who have some level of control over their own career choices and mobility. Also, we focus on intrinsic, rather than extrinsic, motivation, and we consider psychological and sense‐making aspects of motivation rather than structural and task‐based aspects. Propositions are advanced to be tested in future research; future research can use the model as a platform from which to study the connection between intrinsic motivation and career self‐management.

The paper describes how the model can be applied to help individuals navigate the realities and challenges of their careers.

Prior research has not specified the exact mechanisms through which intrinsic motivation may guide career self‐management. This paper provides an integrated process model addressing this need with relevance to researchers, career management professionals, and individuals.

The purpose of this paper is to identify leader behaviors that foster intrinsic rewards (IRs) in technical professionals, sustain their felt and behavioral engagement, and relate the career outcomes of performance, satisfaction with the organization, and retention.

Employing an action research approach, four studies were undertaken to: first, identify what intrinsically motivates professionals in a large R & D organization; second, create a survey of the leader behaviors that foster a sense of IR and engagement; and third, use the survey with two samples (Canada, Europe) to examine the relationships of engagement with three desired career outcomes.

Leader behaviors can foster a sense of IRs which are related to performance, satisfaction with the organization, and retention. These relationships were partially mediated by felt and behavioral engagement, with felt engagement more strongly associated with satisfaction and retention, and behavioral engagement with performance.

Leaders play a significant role in fostering a sense of IR in technical professionals, which helps to sustain their engagement. Important distinctions among IRs, felt engagement, and behavioral engagement are made that contribute to a better understanding of how these constructs affect the careers of professionals.

Professionals and other knowledge workers are often thought to be self-motivated, or motivated by the tasks they perform. Leaders can greatly enhance this motivation and important career outcomes of satisfaction, performance, and intent to stay.

The purpose of this paper is to examine how the support managers provide to employees affects the employees' sense of intrinsic reward, personal commitment, perceived career success, and retention.

A large‐scale employee survey wss conducted of 28 organizational entities in India involving 9,301 randomly identified employees yielding 4,811 respondents (54 percent response rate) supported by employee interviews following the survey.

Using a hypothesis‐driven, path analytic‐regression approach, the managerial support of employees had significant direct and indirect effects on perceived career success and retention one year later. Intrinsic rewards and personal commitment mediated these relationships.

Managers may play a much greater role in employee retention than the literature often suggests. Key manager practices include showing personal interest, holding career discussions, acknowledging employee contributions, using a system of empowerment, and celebrating milestones and successes. Employees can improve their perceived career success by balancing their long‐ and short‐term goals, improving their competence, and communicating openly with their managers. To reduce turnover, HR professionals can provide better manager support training, hold managers accountable for retention, enhance the career management and HR systems by developing more non‐monetary rewards, and learn from those that leave.

Manager practices in support of their employees were studied across a large and diverse set of national, international, and global firms operating in India. Findings highlight the importance of the managerial role in reducing turnover and enhancing perceptions of career success in a culture known for high power distance among managers and employees.

The aim of this paper is to focus on reducing employee dissatisfaction and withdrawal in major, consultant designed, change programs by increasing intrinsic rewards.

A survey of 585 employees and 31 team leaders involved in ten change programs across seven companies, 25 business units, and three countries was used to collect employees' sense of intrinsic rewards, innovation, satisfaction with their organization, and intentions to stay at the start of the change effort and one year later.

Employees reported higher levels of intrinsic rewards (meaningfulness and choice) one year into a change program compared to at the start of the change effort. Intrinsic rewards related positively with satisfaction with the organization and intentions to stay at both time periods, with programs supportive of employee innovation further enhancing employee satisfaction and retention more strongly during the change effort.

While the sample was large, and the authors obtained team leader perspectives in support of the findings, the study involved surveying samples of employees on programs where the team leader had sufficient rapport to obtain voluntary employee responses.

Consultants and managers involved in planned change can increase the support for the change through enhancing the intrinsic rewards of employees involved in the change program.

By examining the work motivation of employees undergoing a change program the authors were able to identify ways in which consultants and managers can increase employee satisfaction with their organization and intentions to stay with it.

The effectiveness of HR programs developed to curb turnover of new professionals has rarely been subject to rigorous examination as to their success and applicability across cultures. To address this issue, we undertook a study in India to examine professional perceptions of the effectiveness of their organization's talent‐management efforts.

A random sample of 9,301 individuals (4,811 responded) from 28 companies involving 32 operating entities in India voluntarily participated in this study. Of the respondents 2,723 were new professionals. Actual turnover data for the participants was obtained a year after the initial survey.

Performance management, professional development, manager support, and socially responsible actions had a positive relationship with pride in and satisfaction with the organization. A lack of pride in and a lack of satisfaction with the organization have a strong relationship with new professionals' intention to leave and subsequent turnover.

Organizations can increase the retention of professional talent through their HR practices and actions which increase the individual's pride in and satisfaction with the organization. Although several steps were taken to achieve a high response rate, and tests on the results provided evidence against a response bias, caution is required. Because this research was conducted exclusively in India we suggest additional research be done in other country settings.

The paper discusses performance‐management, professional development, manager support, and social responsibility actions companies can take to increase retention of professional talent.

This paper discusses a large sample research study in India on four key organizational practices affecting retention of professional talent. The scope of the research using a large sample in India provides unique value on this topic.

The “War for Talent” has made the cover of Fortune Magazine as well as being a top agenda item for the leadership of professional service firms – from McKinsey to the three Bs (Bain, Boston Consulting Group, and Booz Allen) to the big five accounting firms. A boom economy has led to a demand for talent that surpasses the supply, or at least the supply from Ivy League and top tier B‐schools. As consulting firms battle it out on B‐school campuses and scurry to other sources of talent such as engineering schools and PhD programs, one cannot help but ask, “Why are people choosing entrepreneurial positions over a consulting career?” The answers may be more in the failings of consulting firms to define a compelling industry‐wide value proposition than in a new venture’s overarching attractiveness as a moderate risk, high reward opportunity.

The purpose of this paper is to give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives on innovation, and places a special demand on autonomy for its execution.

Extant search of literature to look for evidence supporting successful leadership theories and practices that are shown to improve performance of knowledge workers. Synthesis of findings to structure a framework in the form of major propositions for their testing by future research.

The authors begin with establishing the first finding that states that leadership of knowledge organizations is different from the leadership of traditional organizations. Then the authors build six additional findings for shaping a successful leadership process for knowledge organizations.

Since it is a theoretical paper built on a search of literature in the field of leadership, there is a need to empirically test the findings to give them their final shape. Each of the seven propositions in this paper would result into many hypotheses that should initiate several empirical studies.

The authors consider individual and organizational/group contexts of the leadership proposed here, and also provide recommendations for carrying out this research further. While the paper is written more specifically with regard to the leadership of knowledge organizations where its findings should be fully implantable, however, to some extent, they would apply to all organizations.

Leadership is a ubiquitous social phenomenon. It affects not only organizations, but also every aspect of human activity. This paper is an attempt to alter the fundamental thinking of leaders, suggesting to not to use authority, and instead, to allow everyone connected with the task the opportunity to lead. This shift in leadership paradigm will have an impact on the behavior of all involved, and steadily, will bring a change in the norms of social behavior.

This paper is a move toward giving the knowledge organization leadership some theoretical framework, as it is still in a state of flux in spite of attracting a lot of research.

This study aims to extend the knowledge in the domain of intellectual capital and entrepreneurship by investigating whether happiness may have a positive influence on entrepreneurial initiative and intellectual property or not.

The used large-scale dataset for 2018 is drawn from the Eurostat. It includes information on individual happiness, sustainability, start-ups, creativity, intellectual property and quality of life, grouped by European countries. Hypotheses are tested through using the linear regression method.

The findings confirm that happiness, along with creativity, fosters both entrepreneurial initiative and intellectual property.

Future studies should test the model by extending the analysis to different world regions and by considering further variables, such as country culture.

The study suggests that policy makers have to focus on improving life conditions and sustainability as a means to foster local economies and communities.

This cutting-edge study is unique in its genus, because the prior literature never focused on these topics jointly. At an academic level, it ties happiness to creativity and to “the entrepreneurial spirit”, thus opening up to a new and vast domain of researches.

This paper examines the influence of micro-credential learning on students' perceived employability. In addition, the study aims to explore different components that will help students to gain knowledge, enhance their careers and develop their human capital (social, cultural and scholastic capital). Hence, the study also analyzed the mediating role of human capital on the aforementioned association.

Explanatory research was conducted by utilizing a correlational research design. A questionnaire comprising of closed-ended items was utilized in the study. The data was analyzed by employing PLS-SEM technique.

Our findings stipulate that micro-credential learning is an essential component to improve students' perceived employability. The study identified that micro-credential programs have a positive relationship with students' perceived employability. Moreover, the findings that micro-credential learning significantly impacts students' human capital, i.e. cultural, social and scholastic capital. Additionally, human capital acts as a significant mediator in the relationship between micro-credential learning and students' perceived employability. Moreover, participation in micro-credential learning can ensure that students can identify diverse career directions, seek information about the labor market and educational system, attain relevant qualifications for their vocations, and develop a plan for their future.

Micro-credential programs are short and focused educational programs that offer specialized knowledge and skills in a particular area. These programs are becoming increasingly popular in the modern workforce to upskill or reskill quickly and efficiently. However, lack of empirical evidence is the ultimate gap in determining the importance of micro-credential learning; as the limited literature is unable to determine the importance of MCL on students' perceived employability. Thus, the study identifies the impact of micro-credential learning on students' perceived employability.

The purpose of this paper is to examine the mediating effect of emotional exhaustion (EE) in between bundled high-performance human resource practices (HPHRPs) and intention to leave (ITL) in the education sector.

A survey questionnaire method was used to collect data from a sample of 514 teachers working in different professional colleges in Jammu and Kashmir (North India). Data were validated with CFA and SEM was used to test hypothesised relations.

The results show that bundled HPHRPs have greater impact on EE and ITL as compared to individual HPHRPs. Further, the study also confirmed that EE partially mediates the bundled HPHRPs and ITL relationship.

Future research need to explore same relationships in different sectors with longitudinal data at the multi-level approach.

Educational administration should focus on the bundled HPHRPs, which will benefit not only the teachers, but the students too. It should adopt relaxation techniques like mindfulness training approach, yoga and meditation. Further, to reduce their career-related confusions management should organise career awareness programmes.

The results from this study explored new and untested mechanism, i.e. EE as mediator between bundled HPHRPs and ITL relationship in the professional degree colleges in India, has not been previously researched.