Crafting Civil Servants' Citizenship Behaviour through Organization Career Management: a Perspective from Social Cognitive Theory

PurposeOrganizations profoundly create development paths of individual’s careers. Therefore, the purpose of this paper is to gain understanding about how organizational context (shaped by the complex relationship between trade union strength and HRM strength) influences the application of organizational career management (OCM) practices seen through the lens of the theory of cooperation and competition (Deutsch, 1949; Tjosvold, 1984).Design/methodology/approachInferential statistical analyses (Kruskal–Wallis and Mann–Whitney tests) were applied to test the CRANET survey data collected from 92 large-sized private-sector organizations within an EU country characterized by a medium to high-trade union density.FindingsResults offered consistent empirical evidence that a comprehensive set of OCM practices are applied differently across four distinctive modalities of the union-HRM relationship. Specifically, the “union-HRM synergy” relationship (high-HRM/high-unionization) has been recognized as the most promising for adopting such developmental practices, providing an evidence of complementarities between trade unions and HRM professionalism.Practical implicationsThe research suggests that synergistic collaboration between trade unions and HRM might provide employees with even more career development opportunities than when organizations pursue the asynchronous single-sided “Total HRM strategy.”Originality/valueThis study rejuvenate a traditional career management research agenda by introducing a new theoretical lens for studying the interplay between trade unions and HRM and have put an emphasis on how their strength is related to the incidence of OCM practices.

Are skilled contingent workers neglected? Evidence from a cross-sector multiple case study on organizational career management practices

This study developed a scale of perceived salient organizational career management practices based on a survey of 420 social workers from social work organizations in Guangdong province, China. A two-factor structure OCM scale was constructed using items reflecting the components of organizational career management (OCM) practices. The scale showed sufficient reliability and validity. The results demonstrated the necessity of designing promotion ladders, relevant training, career counseling and other OCM measures to assist social workers in their career progression.

PurposeThe contemporary career development models argued more for self-management of careers, yet few researchers emphasized importance of organizational career management. The purpose of this paper is to check association between perceived organizational career management practices, trust in management and turnover intentions.Design/methodology/approachIn this study, authors proposed a model based on social exchange theory. Data for this study were collected from 405 IT professionals employed in India. The proposed model was tested using structural equation modelling.FindingsResults showed significant direct and indirect negative effect of perceived informal organizational career management on turnover intention. In case of perceived formal organizational career management only indirect effect was significant. Trust in management mediated relationship between both types of organizational career management and turnover intentions.Originality/valueFirst, this study delineated effect of formal and informal perceived organizational career management practices on turnover intentions. Second, this study introduced trust in management as mediator to explain relationship between organizational career management practice and outcome.

This study examined the interactive effect of organizational career management practices and different types of work experience on career satisfaction and intention to quit the organization in 386 Indian employees. The results showed that after controlling for the effect of the demographic variables and organizational career management practices, different types of work experience played unique roles in predicting career satisfaction and intention to quit the organization. It was found that that organizational career management practices correlated positively with career satisfaction and negatively with intention to quit the organization. The results further showed that organizational experience moderated the relationship between organizational career management practices and career satisfaction, and organizational tenure moderated the relationship between organizational career management practices and intention to quit. These findings carry implication for research and practice on career satisfaction and intention to quit the organization.

This chapter defines organizational career management (OCM) systems, and analyzes the theoretical roots of OCM. It looks at OCM practices, and shows the link between human resource management (HRM) and career management and illustrates important insights with practical examples from the world of organizations. Career studies tend to be interdisciplinary and the same can be said about the theoretical roots of OCM. In the career literature, theoretical roots for OCM can be traced in the tension between individual agency and social determinism: Running through the entire literature on career is the tension between individual agency, the notion that we are what we make of ourselves, and social determinism. OCM practices are ‘activities undertaken by the organization in order to plan and manage the careers of its employees’. The strategic HRM literature demonstrated an interest in studying the effects of HRM practices on organizational and individual performance.

Why do millennials stay in their jobs? The roles of protean career orientation, goal progress and organizational career management

Organizational career management practices and objective career success: A systematic review and framework

Despite the widely recognized change of career management in the new career era, little is known about whether the organizational career management practices are different from previous ones and their both possible beneficial and detrimental effects. In this paper, we developed a scale of organizational career management that reflected some features of the new career era based on an open questionnaire and literature review. Two independent studies were conducted (N=320; N=216) to examine the reliability and validity of the scale. The final OCM scale includes four dimensions: boundaryless and autonomy work, diversification, training and development, work-family balance. Further, we tested the effectiveness of the perceived organizational career management based on 179 employees over two months interval. We found both the possible benefits (i.e., higher organizational commitment and less turnover intention) and risks of perceived organizational career management (higher career competency and more likely to leave organizations). The contributions, practical complications, and future research suggestions are discussed.

PurposeThe purpose of this paper is to explore professional employees' career move preferences and the impact of both individual and organizational career management. Departing from theoretical work on the “new career”, different types of career moves employees can make on the internal labor market are discussed and related to the literature on both organizational and individual career management.Design/methodology/approachTo test the hypotheses, a cross‐sectional survey of 472 professional employees from one company is presented.FindingsThe preferences for both vertical career moves and moves relating to job enrichment and temporary moves are significantly affected by individual career management, but not by organizational career management practices. The preference for making lateral moves could not be explained by our antecedent variables.Research limitations/implicationsFuture research should involve a larger sample of organizations in order to collect empirical data about the extent to which OCM practices impact career preferences. Our results provide evidence for the relationship between individual career management and career move preferences and thereby adds to the literature on the “new career”.Practical implicationsThis study has a number of practical implications that relate to the ways in which organizations can stimulate different career moves among their employees through the enhancement of personal career initiatives.Originality/valueThe value of this paper is the contribution it makes to the career literature by relating to different streams of research, about career mobility on the one hand and individual and organizational career management on the other.

Employee development is integral component of strategic human resources management. Many career theorists have said that organizational responsibility for career management has decreased, yet few studies have examined these changes. We place organizational career management (OCM) under the research microscope in two linked studies. First, data on the types and frequencies of individual OCM practices used and reported in the 1996, 1999, 2006, 2008/2009, and 2015 Australian Cranet surveys was examined. Counterintuitive findings indicate that the use of more than half the OCM practices increased over time. Second, we interviewed 17 employees to investigate their perception of OCM. Employees identified both formal and informal OCM, and findings highlighted that rather than operating in opposition, individually- driven career development and OCM are working in partnership. These findings indicate OCM remains an important component of an overall human resources strategy.

Hotels are implementing green human resource management to achieve sustainable development in response to increasingly stringent environmental policies and to meet stakeholder expectations. This study aims to elucidate the impact of green human resource management (GHRM) on organizational citizenship behaviors (OCBs) implemented by hospitality employees in organizational, interpersonal, and customer contexts, respectively. Specifically, a mediation model with dual moderation from employees' personality, perceptual and cognitive perspectives simultaneously is proposed, which supported by organizational support theory, social identity theory and social cognitive theory. Structural equation modeling is used to evaluate 440 data collected from the Chinese hospitality industry based on conditional sampling method. This paper finds that GHRM can promote OCBs towards the organization and customers and perceived CSR has a mediating effect. Employees' environmental value positively moderates the promotion of perceived CSR through GHRM implementation, and the proactive personality positively moderates the relationship between perceived CSR and OCBs towards the organization and customers. The original value of the study lies in the simultaneous consideration of the three aspects of employees' cognition, perception, and personality, expanding the research perspective of GHRM and discovering the benefits beyond green that this green management model can bring. For hotel managers, this study helps them understand that GHRM brings hotels more than just green. Hotels should focus on matching potential employees' attributes with the organizational culture during recruitment and on improving employees' environmental value and proactive personality level during their subsequent training.

By bringing together the literature on ‘new careers’, career boundaries and organizational career management (OCM), on different social identity groups, and on diversity management, this article aims to contribute to debates on unequal career opportunities and career boundaries in the ‘new career’ era. First, it develops propositions on the way structural career boundaries involving qualifications and labour market scripts contribute to unequal opportunities to share in the promises of the ‘new career’ discourse. We specifically argue that these boundaries affect the careers of different social identity groups to different degrees because common sense views of ‘ideal’ qualifications and ‘ideal’ labour market scripts are infused with social identities. Second, this article develops propositions on the way different types of OCM practices address career boundaries and whether they can contribute to equal opportunities. We argue that traditional OCM practices will only result in equal opportunities if common sense views of ‘ideal’ qualifications and ‘ideal’ labour market scripts are changed. Finally, we propose that incorporating inclusive common sense views of qualifications and labour market scripts in bundles of OCM practices enables these to effectively contribute to equal career opportunities.

High social worker turnover is a serious challenge to the social work organizations in Guangdong Province in Mainland China. Little is understood about the relationship between the social workers’ satisfaction with organizational career management (OCM) and their turnover intentions. A quantitative survey was undertaken to gather information from 212 registered social workers employed by 43 social work organizations in eleven cities in Guangdong Province. This study reveals that social workers’ satisfaction with OCM had significant influence on turnover intentions. Implications of the study are discussed and further research can explore social workers’ career aspirations and its relation to participation in OCM practices.

In view of the aging and dejuvenation of the working population and the expected shortages in employees’ skills in the future, it is of utmost importance to focus on older workers’ employability in order to prolong their working life until, or even beyond, their official retirement age. The primary aim of the current study was to examine the relationship between older workers’ employability (self-)perceptions and their intention to continue working until their official retirement age. In addition, we studied the role of potential antecedents of their perceived employability at three different levels: training and education in current expertise area as well as in an adjacent expertise area (individual level factor), learning value of the job (job level factor), and organizational career management practices (organizational level factor). Data were collected by means of e-questionnaires that were distributed among two groups of Dutch older (45-plus) white collar workers. The samples consisted of 223 employees of an insurance company, and 325 university workers, respectively. Our research model was tested separately in each sample using Structural Equation Modeling. We controlled for effects of respondents’ (self-)perceived health and (self-)perceived financial situation. Similar results were found for both samples. First, the relationship of perceived employability with the intention to continue working until one’s retirement age was positive, whereas the relationship between a perceived good financial situation with the intention to continue working until one’s retirement age was negative. Secondly, as regards the potential antecedents, results showed that the learning value of the job was positively related to perceived employability. In addition, an employee’s perception of good health is a relevant correlate of perceived employability. So, whereas perceived employability contributes to the intention to continue working until one’s retirement age, a good financial situation is a push factor to retire early. In order to promote the labor participation of older workers, this study indicates that organizations should focus on the learning possibilities that are inherent to one’s job rather than on providing additional training or career management. Further research is needed to test the generalizability of our results to other samples.