Career Goal Progress Research Articles

Managing Turnover Intentions among Faculty of Higher Education Using Human Resource Management and Career Growth Practices

Academic institutions cannot survive and perform well without competent and committed academic staff. Therefore, it is important to address the issue of faculty members’ turnover. Focus of this study is to investigate the impact of human resource practices (salary, performance appraisal, training and development) and career growth (career goal progress, professional ability development, promotion speed, and remuneration growth) on faculty members’ turnover intention. The study has used a cross sectional survey data from a sample of 270 full time faculty members of universities in Pakistan. The Partial Least Square (PLS) two step path modeling was used to test the direct and indirect hypotheses. The results indicate that salary and performance appraisals are significantly and negatively related to turnover intention. Besides, it was found that out of four dimensions of career growth, only promotion speed and remuneration growth have significant direct relationship with turnover intention. With regards to mediated relationships, it was found that organizational commitment mediates the relationships between career growth (career goal progress, promotion speed, remuneration growth) and turnover intention. These findings suggest that in order to reduce turnover intention among faculty members, the higher education institutions must institutionalize human resource policies and practices that enhance career growth and employees’ development.

Career doubt in a dual-domain model of coping and progress for academic and career goals

University students set career goals during their academic journey in order to facilitate their transition to the labor market. Career goals can nonetheless be accompanied by doubt, even among the most determined students. Little is known, however, about the nomological network of career doubt. Using a dual-domain approach, the purpose of the present study was to test a model that integrated career doubt with the coping and progress made by university students (N = 234) during the simultaneous pursuit of their academic and career goals. Results from structural equation modeling revealed a significant negative total effect for the association between career doubt and career goal progress, and a significant indirect effect for the association between career doubt and both academic and career goal progress through task-oriented coping. Although career doubt was positively and significantly associated with disengagement-oriented coping for academic and career goals, disengagement-oriented coping was not significantly associated with academic and career goal progress. Results should be interpreted as supporting a plausible nomological network in which career doubt operates within a dual-domain model of coping and goal progress. Implications for future research are discussed in light of more sophisticated designs that could provide insight into the factors that facilitate students' transition to the working world.

PERCEPTION OF FRONTLINE EMPLOYEES TOWARDS CAREER GROWTH OPPORTUNITIES: IMPLICATIONS ON TURNOVER INTENTION

Retaining talented employees has become a major challenge confronting the management in hospitality industry. Researchers from different climes have advocated for adequate retention strategies such as career growth opportunities, for overcoming the alarming rate of employees’ turnover in hotel organisations. However, there is paucity of empirical study on career growth opportunities and employees’ turnover intention. To fill this gap, quantitative data were gathered with 327 copies of questionnaire, administered to the frontline employees working in twenty-two 5-star hotels in Nigeria. Structural equation modelling (SEM) was used to test the hypotheses, with descriptive statistics, path analysis, maximum likelihood estimates and goodness of fit indices. The results revealed that all the parameters for career growth opportunities used in this study, inversely interact with turnover intention among the respondents. The findings indicate that organisations should pay adequate attention to career goal progress, professional ability development, promotion speed and remuneration growth of their talented employees. It implies that, these factors are pivotal for saving the cost of hiring new entrants, reduce the rate of turnover intention/actual turnover, and retain experienced high performers in hotel industry. This research established the effects of career growth opportunities on turnover intention in Nigerian context.

The Effects of Part-Time Employment and Gender on Organizational Career Growth

The literature on part-time employment suggests that this type of employment hampers career advancement especially for women. Conversely, role congruity theory suggests that part-time employment hampers career advancement for men. In view of the often confounded nature of gender and job status in research, we studied the main and interaction effects of job status and gender on perceived job alternatives and four subdimensions of organizational career growth. The data ( N = 211) revealed (1) a main effect of job status on job alternatives: compared to part-time employment, full-time employment leads to more perceived job alternatives; (2) an interaction effect of job status and gender on career goal progress, ability development, and promotion speed: men working part-time experienced less progress, development, and promotion speed than men working full-time and women in general. These results are explained by gender-role incongruence and challenge the idea that part-time work affects women in particular.

Linking CSR managers calling to organizations CSR disclosure: A moderated mediation model

Based on the theory of planned behavior, this study empirically examined the relationship between CSR managers vocational calling and organizations CSR disclosure practices. Our theoretical model was tested using three-wave data collected from 103 companies in China. Results showed that CSR managers vocational calling is positively associated with voice behavior on CSR issues, thereby leading to organizational performance of CSR disclosure. Moreover, career goal progress significantly moderates the effect of calling on voice behavior which subsequently induces CSR disclosure, such that when perception of career goal progress is high, calling has a stronger effect on voice behavior, thereby leading to better CSR disclosure. Finally, the theoretical and practical implications of these findings are discussed.

Factorial validity, cross-cultural equivalence, and latent means examination of the organizational career growth scale in Italy and China

Organizational Career Growth scale (OCG scale) is a measure of employee perceptions of their chances of development and advancement within an organization. Despite the growing interest of scholars in this field, research using the OCG scale is in its early infancy. The current study aims to contribute to the validation of the OCG scale by testing its dimensionality and measurement invariance across Italian (N = 882) and Chinese (N = 256) samples. Structural Equation Modeling with Confirmatory Factorial Analysis, Multi-Group Confirmatory Factorial Analysis and latent means analysis were used. The four-factor model of the OCG scale prevailed both in the Italian and Chinese samples. Moreover, full metric and partial scalar invariance were achieved. Overall, the results supported the factorial validity and cross-cultural equivalence of the OCG scale. Latent means examination showed evidence of significantly higher latent means in the Chinese sample for three dimensions of the OCG scale (career goal progress, professional ability development, promotion speed) than in the Italian sample. Limitations, suggestions for future research and practical implications are discussed.

The Relationship between Human Resource Development Factors and Turnover Intention: A Conceptual Framework

Retaining the best employees is of high concern for most organizations and this issue has become a significant focus of attention for many researchers. For this reason, this paper discussed different factors which influence the employee turnover intention-behavior in the organization, specifically to examine the effect of salary, performance appraisal, training & development and career growth (career goal progress, professional ability development, promotion speed, and remuneration growth) on turnover intention. In addition, based on the social exchange theory this paper explains the mediating role of organizational commitment in the relationship between human resource development factors and turnover intention In order to develop a theoretical understanding, a detailed literature review is conducted that includes books, empirical and conceptual papers, a magazine about employee turnover intention and other related factors that influence turnover intention. The suggested framework may also contribute the existing literature on the relationship between human resource practices, career management practices, and employee turnover intention.

The relationship between human resource development factors, career growth and turnover intention: The mediating role of organizational commitment

Retaining the best employees is of high concern for most organizations and this issue has become a significant focus of attention for many researchers. For this reason, this paper discusses different factors which influence the employee turnover intention-behavior in the organization, specifically to examine the effect of salary, performance appraisal, training & development and career growth on turnover intention. In addition, based on the social exchange theory this paper explains the mediating role of organizational commitment in the relationship between human resource development factors, career growth and turnover intention. A cross sectional, survey data study is undertaken to investigate the relationships in a sample of 270 full time faculty members employed in different private universities of Pakistan. Partial Least Square two step path modeling is used to test the direct and the indirect hypothesis of the study. The results of PLS (SEM) path modeling reveal that human resource development factors specially salary and performance appraisal were negatively associated with turnover intention. In addition, the results also indicate that career growth had significant relationships with turnover intention. Moreover, out of four dimensions of career growth, only two dimensions, namely promotion speed and remuneration growth, have strong influence on turnover intention. Finally, in terms of organizational commitment as mediating variable between the relationships of salary, performance appraisal, career growth and turnover intention, four out of six variables indicate partial mediation including career growth (career goal progress), career growth (promotion speed), career growth (remuneration growth) and performance appraisal.

Antecedents and consequences to perceived career goal–progress discrepancies

Informed by a goal setting and self-regulation perspective, we tested a model of perceived career goal–progress discrepancies (i.e., perception of progress made towards achieving career goals relative to where one should be if the goals were to be attained), which proposed that negative feedback from significant others predicts career goal–progress discrepancies, which, in turn, predicts levels of career-related distress. The model also proposes that active feedback seeking strengthens the relationship between feedback from significant others and goal–progress discrepancies, and that career self-regulatory behaviours (career exploration and planning) weaken the relationship between career goal–progress discrepancies and career distress. Using a sample of 420 young adults (mean age=20.3years, 73% female), we found that feedback from significant others was related to both career goal–progress discrepancies and career distress, career goal–progress discrepancies were related to career distress, and goal–progress discrepancies partially mediated between feedback from significant others and career distress. Supporting the moderated effects, goal–progress discrepancies were higher at higher levels of negative feedback for those more actively seeking feedback, and career distress was lower at lower levels of discrepancy for those more engaged in exploration and planning.

Organizational Career Growth and Turnover Intention: An Application in Audit Firms in Turkey

This study examined the direct effect of organizational career growth on turnover intention, as well as the buffering influence of organizational commitment on this relationship among auditors in Turkey. Organizational career growth was conceptualized by four factors: career goal progress, professional ability development, promotion speed and remuneration growth. Organizational commitment was conceptualized by three components: Affective commitment, normative commitment and continuance commitment. Data was obtained from 226 auditors from 92 audit firms in Turkey. According to results, organizational career growth dimensions, namely career goal progress, professional ability development, promotion speed and renumeration growth are all negatively related to turnover intention. Besides, it was found that professional ability development and renumeration growth have strong influences on turnover intention. In spite of this, career goal progress and promotion speed had no significant effect on turnover intention. According to the results of hierarchical multiple regression, there is not any buffering effect of organizational commitment (affective commitment, normative commitment and continuance commitment) on the relationship between each of the four dimensions of organizational career growth and turnover intention.

Organizational career growth, affective occupational commitment and turnover intentions

Survey data, collected from the People's Republic of China, were used to test Weng's (2010) four facet model of career growth and to examine its effect on occupational commitment and turnover intentions. Weng conceptualized career growth as consisting of four factors: career goal progress, professional ability development, promotion speed, and remuneration growth. Results from a sample of 396 managers failed to confirm the four factor model, showing instead the need to collapse promotion speed and remuneration growth into a single facet, rewards. The three remaining dimensions of career growth were negatively related to turnover intentions and affective occupational commitment was found to partially mediate these relationships. Results are discussed in terms of using career growth to manage turnover.

The relationship between career growth and organizational commitment

This research examines the relationship between employees' career growth and organizational commitment. Career growth was conceptualized by four factors: career goal progress, professional ability development, promotion speed and remuneration growth, while organizational commitment was conceptualized using Meyer and Allen's (1997) three component model. Survey data, collected from 961 employees in 10 cities in the People's Republic of China, showed that the four dimensions of career growth were positively related to affective commitment, and that three of the facets were positively related to continuance and normative commitment. Only three of eighteen two-way interactions among the career growth factors affected organizational commitment, suggesting that the career growth factors influence commitment in an additive rather than a multiplicative manner.Results focus on how career growth can be used to manage organizational commitment.

P.8.a.010 Effects of galantamine on serum vitamin B12 and folic acid levels in patients with chronic fatigue immune dysfunction syndrome

Informed by a goal setting and self-regulation perspective, we tested a model of perceived career goal–progress discrepancies (i.e., perception of progress made towards achieving career goals relative to where one should be if the goals were to be attained), which proposed that negative feedback from significant others predicts career goal–progress discrepancies, which, in turn, predicts levels of career-related distress. The model also proposes that active feedback seeking strengthens the relationship between feedback from significant others and goal–progress discrepancies, and that career self-regulatory behaviours (career exploration and planning) weaken the relationship between career goal–progress discrepancies and career distress. Using a sample of 420 young adults (mean age = 20.3 years, 73% female), we found that feedback from significant others was related to both career goal–progress discrepancies and career distress, career goal–progress discrepancies were related to career distress, and goal–progress discrepancies partially mediated between feedback from significant others and career distress. Supporting the moderated effects, goal–progress discrepancies were higher at higher levels of negative feedback for those more actively seeking feedback, and career distress was lower at lower levels of discrepancy for those more engaged in exploration and planning.