Career development opportunities: a sociological and practitioner exploration of organizational commitment factors, theories, and outcomes

Abstract

This chapter aims to contribute empirical data in the form of reflexive HR management experience to address the phenomenon of declining levels of organizational commitment coinciding with increasing need to engage and develop staff for organizational performance. This exploratory research project investigates employee perceived valence of a broad range of organizational career development opportunities (CDO) and the impact that a subjective CDO, CDO valence and CDO consultation have on job satisfaction, career satisfaction, and organizational commitment. In the Australian context, a social media survey of HR practitioners highlights connections between Vroom's (1964) Expectancy Theory, Social Cognitive Career Theory (Ireland & Lent 2018) and Baruch's (2006) Career Active System Triad model. The results reveal that self-efficacy, valence, and outcome expectations tend to impact choice of action. There is also a linkage between CDO perceived valence and consultation. The chapter proposes a new conceptual map linking subjective CDO, CDO perceived valence, CDO consultation, subjective career satisfaction, and organizational commitment. We then extend relevant theory and propose future research.