Understanding Proactive Behaviours and Career Success: Evidence From an Emerging Economy

Maimunah Ismail,Roziah Mohd Rasdi,Thomas N Garavan

doi:10.15388/omee.2011.2.2.14281

Abstract

This article explores the relationship between proactive career behaviours and both objective and subjective career success. The study was conducted on a sample of managers within the public sector of an emerging economy (Malaysia). A sample of 288 managers reported on their proactive career behaviours and career success. Results show that managers who engage in individual career management and networking behaviours report more subjective career success. Networking is positively related to both objective and subjective career success. We discuss the implications for managers' career in emerging economies.

Highlights

Like many emerging economies, Malaysia’s work environment has increasingly become challenging and fast changing due to the forces of globalization and the changing nature of the workplace
Drawing from a relational perspective of careers, we examined the relationships between three proactive career behaviours and career success for managers in an emerging economy
Our results showed that contrary to our hypotheses, the proactive career behavior, i.e., individual career management was not associated with objective career success

Summary

Introduction

Malaysia’s work environment has increasingly become challenging and fast changing due to the forces of globalization and the changing nature of the workplace. Like many emerging economies, has a strong dependency on human capital in order to achieve economic growth and development (Zheng, Soosay & Hyland, 2008). While there is a strong emphasis on top-down approaches by organisations to career development, there is an increasing adaptation of western notions of career development and management that emphasise self-management, selfdirection, personal ownership of careers and less emphasis on internal labour markets. In countries such as Malaysia, this would be in stark contrast to the more traditional approach. Some commentators have suggested that networking and inter-relationships will become increasingly important as part of career management for managers in emerging economies and Asian countries (Richman & Wiggenhorn, 2005)

Methods

Results

Conclusion