Mediating Role of Career Development in the Relationship between Career Program and Personal Outcomes&#x0D;

Azman Ismail,Hidaya Madrah,Yusof Ismail

doi:10.7454/mssh.v17i1.1806

Abstract

This study was conducted primarily to measure the relationship between career program, career development and personal outcomes using self-administered questionnaires gathered from employees who have worked at a Sabah local government in Borneo. The outcomes of testing research hypothesis using a stepwise regression analysis showed two important findings: firstly, relationship between career program (i.e., planning and management) and career development positively and significantly correlated with job satisfaction. Secondly, relationship between career program (i.e., planning and management) and career development positively and significantly correlated with career commitment. Statistically, the result demonstrates that career development does act as an important mediating variable in the relationship between career program and personal outcomes in the career program model of the studied organization. The paper provides discussion, implications and conclusion.

Highlights

In a strategic human capital development, career program is often viewed as an important development instrument where it does focus on employees’job, but the whole process, which includes attitude, behavior and the state of affairs related to the work life of employees (Greenhaus, Callanan & Godshalk, 2000; Ismail, Daud & Madrah, 2011; Puah & Ananthram, 2006)
The original survey questionnaires consisted of 23 items, which were related to five variables: career planning (4 items), career management (4 items), career development (6 items), job satisfaction (8 items) and career commitment (7 items)
This study proposed a conceptual framework based on the career program research literature

Summary

Introduction

Job, but the whole process, which includes attitude, behavior and the state of affairs related to the work life of employees (Greenhaus, Callanan & Godshalk, 2000; Ismail, Daud & Madrah, 2011; Puah & Ananthram, 2006). Under this perspective, an employer often designs and administers career programs to enable employees’ to match their interests and capabilities with organizational opportunities and adapt with current and future organizational changes. Career management is often viewed as a continuous activity whereby management monitors the progression of individual employees in order to adapt with organizational changes (e.g., turbulent working environment, job stability and security, flexible work practice and multi skilling) and help them advance in the career ladder in organizations (Andekola, 2011; Greenhaus, et al, 2000; Ismail et al, 2011; Martin et al, 2001)

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