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The purpose of this paper is to investigate how to facilitate newcomers’ career advancement within an organization and diminish their intention to quit from the perspective of socialization. In addition, the moderating role of the type of newcomers on the relationship between socialization tactics and career advancement, and consequently, on the mediating effect of newcomers’ proactive socialization behavior, will be examined.

Longitudinal survey research was conducted in the tertiary industry in four large cities of China. Regression analysis and bootstrapping method were used to verify the hypothesized relationships.

Organizational socialization tactics could have positive effects on newcomers’ proactive socialization behavior and promotion prospects. And newcomers’ proactive socialization behavior partly mediates the relationship between organizational socialization tactics and their promotion prospects. The type of newcomers moderates the relationship between proactive socialization behavior and promotion prospects and also the mediation effect of proactive behavior, which says a moderated mediating effect.

Employers should put more value on college recruitment, making good use of social media tools in particular. And they should also select applicants with proactive personality traits. Finally, a series of structured orientation programs should be implemented for all newcomers.

This study contributes evidence for career advancement as one of the distal socialization outcomes, the moderating role of the type of newcomers on the relationship between socialization and career advancement, and the classification as graduates from school and experienced newcomers from other organizations holds significance to examine newcomers’ socialization.

This study attempts to expand the literature on organizational career advancement (career mobility and promotion prospects) by examining work factors (withdrawal behaviors, contextual performance and job performance) that managers consider when making decisions regarding their employees' career mobility and promotion prospects.

The research population consists of employees working in both service and non‐service organizations in Israel. Data were collected from three sources: employees, managers and organizational records. Regression analyses were used to assess the research hypotheses.

The results show that career mobility is significantly associated with withdrawal behaviors (lateness and absenteeism), overtime dedication and job performance. Interestingly, however, the results did not show a significant relationship between organizational career advancement and the two dimensions of contextual performance (altruism and compliance). We also found that job performance is the only major predictor of promotion prospects.

This research is an effort to systematically examine the effects of various work behaviors and job performance as well as demographic data on two aspects of career advancement: career mobility and career prospects. The findings shed light on the criteria used in making decisions on career mobility and career prospects, the consistency and inconsistency of these criteria, and their relative importance with respect to each aspect of career advancement. However, future research should apply a longitudinal design to fully understand the dynamics of the career advancement process.

Individual employees and their managers may benefit from a close, systematic examination of the criteria that are important for the career advancement process. Employees may benefit from a better understanding of what managers consider when they make decisions regarding promotions within the organization; thereby, better directing their efforts to meet these expectations. Managers may learn that some inconsistencies exist between their employees' genuine prospects and their own actual decision to promote them. This may lead to exploring practices that might overcome these inconsistencies, as well as a developing ways to use this mechanism in order to advance specific values, attitudes, behaviors and outcomes that are of importance to the viability of the organization.

This study is part of a growing research interest on organizational career advancement, with a specific focus on promotion decisions and their underlying reasons. It contributes to a better understanding of what managers tend to consider when making promotion decisions and evaluating their employees' career prospects.

This paper aims to examine the influence of individual and organizational variables on the career advancement of academics in Malaysian private universities.

A correlation study was conducted in six private universities. Data were collected using a structured self‐administered questionnaire. The dependent variable was academics' career advancement and the independent variables were individual and organizational factors. Using stratified random sampling, 105 full‐time academics were chosen as the study respondents. They represented sampling criteria such as pure science and social science disciplines, job positions and academic qualifications.

Regression analysis showed that organizational variables, specifically mentoring, social network and organizational support, were the significant contributors to the career advancement of the academics with 56.1 per cent explanatory power. These results are useful to human resource development (HRD) personnel of the universities as guides for them to plan and implement HRD initiatives.

This study contributes knowledge to career advancement among academics in private universities. These institutions are rapidly expanding in Malaysia to cater to the needs of achieving the entrance of 40 per cent of the population into tertiary education by the year 2020. At the tertiary education level, HRD is important specifically to create better awareness among academics about their career planning and aspirations, the role organizational‐related factors have in their careers and how they should respond to the services given by the institutions.

The paper examines factors (limited to individual and organizational factors) that are of concern to HRD managers in managing the career advancement of academics in rapidly developing private universities.

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.

This research aims to study the effect of gender, supervisors' support, and tenure of service on objective and perceived career advancement among engineers employed in Malaysian manufacturing organizations in Northern Peninsular Malaysia. It begins by noting the centrality of inequality in gender and career advancement and also aims at providing a direct picture of tenure of service, which is among the factors least looked at when analyzing career advancement. The study also attempts to analyze the supervisor's support in relation to career advancement. Moderating the elements above are the demographic variables such as age, marital status, education level, and the location of the tertiary education institution.

By using a judgemental sampling method, a total of 158 engineers from ten multinational manufacturing companies were identified for this study.

The findings suggest that career advancement is very much related to gender, supervisor's support, and service tenure. It was also noted that women in male‐dominated occupations, which is in this case the engineering field, tend to be subjected to the problems of performance pressures, social isolation, and stereotyping.

This study's framework has allowed for a better understanding of how perceptions are formed and the mechanisms linking these variables to the career advancement. This study perhaps is the first that has systematically attempted to integrate the various constructs as mentioned and employees' career advancement in organizations.

There is a gap in the literature concerning how demographic factors influence career advancement. This study has revealed that there is no clear distinction between career advancement and marital status for either male or female engineers as the statistical result disclosed no significant differences in marital status as a moderating element to the independent variables.

The purpose of this paper is to examine the social capital factors of career advancement of female academic staff in Nigerian universities.

A measurement and structural analysis were conducted for the three independent variables and a dependent variable on 20 public universities. Data were collected using a structured self-administered questionnaire. The dependent variable was female academic staff career advancement and the independent variables were mentoring, networking and government machinery. Using stratified random sampling, 532 academic staff were selected as the study respondents. They represented sampling criteria such as federal and state universities.

Structural modeling analysis showed that social capital variables, specifically mentoring, networking and government machinery variables, were significant contributors to the career advancement of the female academic staff in Nigerian universities.

This study creates an insight into the knowledge of career advancement among female academic staff in public universities. These institutions dominate the university system in Nigeria and serve as the main avenue for university education in the country. At the level of higher institution, HRD is significant, particularly in creating awareness among academic staff about their career planning and aspirations, the role that the perceived environmental factors play in their advancement to higher positions in the university and how they should further utilize those factors.

The paper examines social capital factors (limited to mentoring, networking and government machinery) that are of concern to managing the career advancement of female academic staff in public universities.

This study aims to explore organizational factors that impact women’s career advancement. Knowledge of organizational practices that promote or obstruct women’s career progress is vital for women, firms and governments.

A total of 237 women participated in the study from the service sector in Johannesburg (South Africa). Participants were selected using a convenient sampling approach. Researchers used a questionnaire, consisting of demographic and open-ended questions, to gather data. Comments were analyzed using a thematic content analysis approach.

Findings reveal that prioritizing women, offering skills development opportunities, providing growth opportunities, assisting women in managing their careers, offering mentorship and having work-family support initiatives are practices that promote women’s career advancement. Conversely, practices that foster stagnation of women’s careers, distrust in women’s leadership abilities, preference for external candidates, people–related malpractices, male domination/preference, lack of role models and work-family balance support, hamper women’s career advancement.

The findings of this study will contribute to women’s empowerment. Organizations should provide a conducive atmosphere by instituting practices that promote their female employees' career advancement. Firms also should intentionally take practical steps to address practices that impede women’s career progression. The results of this study will also help the government to design appropriate policies that will promote the career progression of women employees.

This study presents findings from an analysis of qualitative data collected from 237 women to provide insight into the experiences of women working within the service industry in Johannesburg, South Africa.

The field of supply chain management (SCM) needs to attract and retain workers to solve the current talent shortage. The purpose of this research is to identify and evaluate factors that influence career advancement in SCM and compare male and female supply chain experts' perceptions of the importance of those factors.

First, 32 factors perceived as affecting career advancement in SCM were identified by conducting a literature review and consulting 36 experts. Those factors were grouped into four categories: “environmental and structural”, “human capital”, “individual” and “interpersonal”. Those factors were validated via the Delphi method, and ten factors were retained for further study. Second, the voting analytical hierarchy process was used to determine the priority weights experts assigned to these factors. The weights assigned by male and female experts were compared to determine if there were differences between the women's and men's perceptions of the factors' importance.

The findings reveal that the category of human capital factors is the most important, followed by individual factors and the least important is interpersonal factors. The experts consulted for this research emphasized “skills”, “a good fit between an individual and an organization” and “self-confidence” as important factors for career advancement. There were two unexpected results. First, the experts rejected all the environmental and structural factors. Second, no significant difference was found between the male and female groups' evaluations.

Prior to this study, no integrated approach to identify and evaluate the factors perceived which affect career advancement in SCM had been developed. This research is a single empirical and integrative study in France that provides valuable insights for academics and practitioners.

Drawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator.

Survey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses.

FWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high).

FWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited.

Family social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement.

This study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.

This study aims to investigate how various aspects of intraorganizational career advancement – current career attainments, recent pace of upward mobility, and future prospect of career advancement – affect voluntary turnover, drawing empirical evidence from a multinational corporation (MNC) in Taiwan's cultural and labor market environment.

The empirical study was based on statistical analyses of personnel records of 303 employees in a multinational bank in Taiwan. A discrete‐time logistic model was used to analyse voluntary turnover events.

Results showed that salary increase and job status generally reduced voluntary turnover. A ceiling position on the job ladder induced turnover and also moderated the relationship between corporate title duration and turnover and that between age and turnover.

Because the empirical evidence was based on data collected from one MNC in Taiwan's distinct research context, this may limit the generalizability of some findings in the study.

Whereas much of the literature on turnover has focused on psychological models, this study adopts an objective career perspective and highlights the significance of intraorganizational career advancement in affecting voluntary turnover. It also deepens one's understanding of career development and choices in a Chinese cultural environment.