Are you a protean talent? The influence of protean career attitude, learning-goal orientation and perceived internal and external employability

Abstract

Purpose– The purpose of this paper is to investigate the relationship between protean career attitude and perceived internal and external employability, along with the mediating effect of learning-goal orientation.Design/methodology/approach– Data were collected by distributing paper-based questionnaires to 527 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships.Findings– The results supported the idea that protean career attitude is a significant antecedent of perceived internal and external employability. Protean talents with a higher degree of protean attitude toward value-driven career orientation and self-directed career management have an external employability that is greater than their internal employability. Learning-goal orientation fully mediated the effect of protean career attitude on perceived internal employability, but only partially mediated external employability.Practical implications– The findings can help human resource managers gain a better understanding of the use of an appropriate strategy to influence an employee’s perceived internal and external employability, which can increase the motivation and improve employer-employee relationships that contribute to organizational success and performance. Employees should recognize the increased importance of continuous learning with goal-setting in order to deal with changes at work.Originality/value– This paper empirically establishes the association between protean career attitude and perceived internal and external employability. The protean career concept may provide organizations with a valuable perspective in the evolution of careers. Valuable and protean talents place an emphasis on individuals’ core values, and while learning goals are meant to suit employer organizations, they may also establish opportunities that could cross-organizational boundaries.