Abstract
The study examined whether career development culture and career support of senior management impact employee career satisfaction. This study validated two new questionnaires: career development culture and career support of senior management. Based on the extended model of social cognitive career theory, the study proposed that these two variables positively impact on employee career satisfaction. Private sector employees (N=196) representing a range of manufacturing and service sector firms from the private sector in Sri Lanka participated in a survey. It is found that, career development culture and the career support of senior management positively impact on career satisfaction. The current findings provide implications to the extended model of social cognitive career theory by testing the hypothesized relationships with a cross sectional study. The current findings propose that an organization should develop a career development culture and the senior management should support employees’ career development in such a way that increases their career satisfaction. The study is subject to common method and common source bias, since this is a cross sectional study with a survey. Future research could be conducted with the representation of broader category of employees and industries, which promotes the generalizability of findings.
Highlights
Scholars who are in the areas of management and vocational/organizational psychology have a strong interest on the notion of a protean career orientation (PCO), which describes individuals who are responsible for their own career development instead of the organizations‟ career development responsibility (Hirschi, Jaensch, and Herrmann, 2016)
The data analysis was conducted in two stages using the version 24 of the SPSS software: Validating the career development culture and senior management‟s career support questionnaires and testing the hypotheses
The factor extraction was done with the principle component analysis (PCA) method, whereas factor rotation method was Varimax with Kaiser Normalization
Summary
Scholars who are in the areas of management and vocational/organizational psychology have a strong interest on the notion of a protean career orientation (PCO), which describes individuals who are responsible for their own career development instead of the organizations‟ career development responsibility (Hirschi, Jaensch, and Herrmann, 2016). Individuals do not develop or define themselves in a contextual vacuum, and alongside this focus on identity, many authors highlight the pivotal role that environment plays in identity formation and career development. Despite the growing emphasis of career self-management, contemporary organizations play an integral role in developing the careers of their employees. This dual responsibility of career development is partly linked to the notion of sustainable careers. Fundamental to the sustainable career concept, there is a shared responsibility between employers and employees for developing employee careers (Van der Heijden, 2005; Veld, Semeijn, & Van Vuuren, 2015)
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