Abstract
This research examines the relationship between administrators roles in career programs, proactive behavior and employees promotion opportunities. Self-administered questionnaires were collected from employees who work in an established private oil and gas firm in West Coast of Peninsular Malaysia. The outcomes of SmartPLS path model analysis demonstrate that the ability of administrators to plan and managecareer programs have strongly invoked employees proactive behavior. As a result, this situation may lead to an enhance employees promotion opportunities in the organizational sample. Further, this study offers discussion, implications and conclusion.
Highlights
Career program is a main responsibility of human resource development and management
The results of confirmatory factor analysis show that the values of average variance extracted (AVE) for administrators’ roles in career programs (ARCP) (0.673), proactive behavior (PROB) (0.588) and promotion opportunity (PROT) (0.739) were greater than 0.5, indicating that these constructs met the acceptable standard of convergent validity (Fornell & Larcker 1981)
The values of AVE square root in diagonal for ARCP (0.820), PROB (0.767) and PROT (0.860) were greater than the squared correlation with other constructs in offdiagonal, showing that these constructs met the acceptable standard of discriminant validity (Hair et al, 2017; Henseler, Ringle, & Sinkovics, 2009)
Summary
Career program is a main responsibility of human resource development and management. To ensure that this aim can be achieved, human resource administrators will usually use a partnership-corporate model to attract support from line administrators to involve in designing a master plan for developing and enhancing employees’ career paths in organizations (Stumpf, 2007; Rosen, Slater, & Johnson 2013; Hornung, Rousseau, Weigl, Muller, & Glaser, 2014) This cooperation is often done through a committee system where all members will share their times, energies and expertise to thoroughly conduct career needs assessments and results from this assessment process will be used to establish objectives, set up action plans, determine career tools, and formulate career policies and procedures. This master plan will guide line administrators in developing and improving career paths for employees who work in every department/division within an organization (Guerrero et al, 2016; Gucciardi, Caputo, Fregonese, Launcher, & Sartori, 2017)
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