Abstract
Adaptivity and adaptability are two key elements representing one’s “willingness” and “ability,” respectively, in the career construction theory (CCT) framework. On the basis of CCT and complemented by the visual of resources in the conservation of resources theory, this study combines career issues and performance and examines the joint effect of adaptivity and adaptability on career self-management which will lead to improved performance. Using a sample of Chinese employees (N = 232), the study first examines the mediating role that career self-management plays between career adaptability and performance and then tests the moderating role of proactive personality. Results show career adaptability positively predicts performance, with this relationship partially mediated by career self-management. The positive effect of career adaptability on career self-management is stronger among those who are more proactive than less proactive. Further, the indirect effect of career adaptability on performance is stronger among proactive employees than those with lower levels of proactive personality. These findings provide implications for both theories and practices.
Highlights
Performance is a concept that has been valued by companies for a long time, yet good performance largely depends on the endeavor of individuals
After entering career self-management into the regression in Model 5, the results indicate a positive relationship between career self-management and performance (B = 0.47, p < 0.001)
We further used the PROCESS program in SPSS software (Hayes, 2013, 2017) to analyze the indirect effect that career adaptability plays on performance, through career self-management
Summary
Performance is a concept that has been valued by companies for a long time, yet good performance largely depends on the endeavor of individuals. Employees in a company are creators of organizational performance and are the principle of their own career development. Individuals are increasingly more flexible in making career choices and more likely to have more career selfmanagement behaviors than in the past to influence their career development (Lent et al, 2016). The dual identity of individuals in organizations highlights the importance of combining career issues and performance fields. When organizations give more attention to individuals’ career development, can they put more effort into their work which leads to good work results. We examine performance through the lens of individual career issues
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