Organizational Career Management in New Career Era: Scale Development and Validation

Abstract

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.