Abstract
Orientation: The global skills crisis coupled with the aging workforce, rapid technological advances and changing nature of work have infringed various challenges upon organisations and employees. Media organisations in particular are affected by these trends, with retention further at risk because of the specialised and scarce skills sought and the versatility and ambiguity inherent in the nature of careers within the media industry, therefore resulting in engagement and skills retention being high on the agenda.Research purpose: The aim of the study was to explore whether employees’ age, psychological career resources and career adaptability significantly predict their work engagement and whether generational cohorts differ significantly regarding these variables.Motivation for the study: Within a retention context, it is important to gain insight into the employees’ personal career-related capabilities and dispositions as these are deemed important for driving career development and engagement levels, which, in turn, impact on the retention of talent.Research design, approach and method: A stratified random sample (N = 248) of predominantly female (63.3%) and black African people (54%) within their early career stages (80% < 45 years) was used. A cross-sectional, quantitative research design approach was followed. Stepwise regression analyses and tests for significant mean differences were performed.Main findings: The results indicated generational cohort (age), career confidence (career adaptability) and career harmonisers (psychological career resources) as significant predictors of work engagement. The Generation Y individuals had higher levels of psychological career resources (career preferences, career values and career drivers), while the Generation X individuals had higher career curiosity. The Baby Boomers showed higher levels of work engagement.Practical and managerial implications: Psycho-social career meta-capacities positively related to work engagement. It is therefore essential that these constructs are taken into account in career development and engagement practices, which, in turn, may contribute towards enhancing talent retention and employability of individuals within the media sector.Contribution: The study contributed new insights on psychological factors among generational cohorts in the media industry that predict their work engagement and possible retention.
Highlights
Key focus of the studyEmployees within the contemporary, ever changing world of work are faced with numerous challenges, such as diminished employment opportunities, uncertain career paths, reduced job security, fast-changing technology and an increasing personal responsibility for frequently re-evaluating and making adjustments to their careers (Chabault, Hulin & Soparnot, 2012; Potgieter, 2012)
The main challenge pertaining to the participating organisation http://www.sajhrm.co.za is the lack of organisational development knowledge and practices pertaining to career development and engagement strategies, which once embedded may positively contribute towards the career success, employability and retention of an organisation’s high-potential employees (Festing & Schafer, 2014; Mohlala et al, 2012)
The Psychological Career Resources Inventory (PCRI) single-factor model fit indices were compared with the fit indices of a 15-factor solution measurement model for the PCRI
Summary
Key focus of the studyEmployees within the contemporary, ever changing world of work are faced with numerous challenges, such as diminished employment opportunities, uncertain career paths, reduced job security, fast-changing technology and an increasing personal responsibility for frequently re-evaluating and making adjustments to their careers (Chabault, Hulin & Soparnot, 2012; Potgieter, 2012). Restructuring, the re-organisation of production processes, the need to ensure economic viability and the use of increasingly advanced technology have led to drastic changes in the nature of careers and employment relationships in the media industry (International Labour Office, 2014) This has resulted in the workforce increasingly facing instability and ambiguity throughout their careers, as they are no longer guaranteed job security, loyalty and linear career paths by their employers (Lent, 2013; Santilli, Nota, Ginevra & Soresi, 2014; Segers & Inceoglu, 2012; Zacher, 2014). The main challenge pertaining to the participating organisation http://www.sajhrm.co.za is the lack of organisational development knowledge and practices pertaining to career development and engagement strategies, which once embedded may positively contribute towards the career success, employability and retention of an organisation’s high-potential employees (Festing & Schafer, 2014; Mohlala et al, 2012)
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