Career Management Activities Research Articles

MANAGEMENT AND ADAPTATION OF HUMAN RESOURCES TO THE CURRENT NEEDS OF SPECIAL STATUS PUBLIC OFFICIALS

The questionnaire survey conducted among 172 respondents from Romanian Customs Authority (RCA) demonstrates the significant importance of this profession, which confers a special status and highlights the interest in the continuous improvement of career management activities in relation to the needs of public officials with special status. This is done from the perspective of a global approach to customs activities, focused on a proactive approach to address geopolitical challenges, but especially the advancement of technology and artificial intelligence.

Hotel leaders' benevolent leadership, career management and employees' work engagement during COVID-19: a conservation of resources perspective

PurposeDrawing upon conservation of resources (COR) theory, this study aims to examine whether benevolent leadership from top hotel leaders can foster employees' work engagement during COVID-19 via two valued career-related resources, namely organizational career management (OCM) and individual career management (ICM). This study also proposes that the importance of ICM as a resource diminishes when ICM plays a prominent role.Design/methodology/approachSurvey data were collected from 600 employees in 20 hotels located in a major tourist destination in Thailand during COVID-19. The data were analyzed using latent moderated mediation structural equation modeling (SEM).FindingsThis study found that the relationship between hotel leaders' benevolent leadership and employees' work engagement was mediated by both OCM and ICM. Furthermore, as expected, this study found that the indirect effect of benevolent leadership via OCM was weaker when ICM was high.Practical implicationsThis study sheds light on the importance of hotel leaders and career management activities in promoting employees' work engagement. Thus, despite concerns that investing in career management activities might lead employees to manage themselves out of the organization, the current findings indicate otherwise.Originality/valueBased on the resource-gain perspective, this study contributes to the leadership and hospitality literature by being among the first to show that the influence of benevolent leadership on work engagement occurs through the simultaneous mediating roles of OCM and ICM. Moreover, this study contributes to the current debate about the interactive effects of OCM and ICM.

Howdo organizational career management activities influence employees’ career outcomes? The mediating role of career capital

PurposeThis study addresses a critical research gap by examining the pivotal role of organizational career management (OCM) in shaping employees’ career outcomes while also investigating the mediating influence of career capital in this relationship. This study aims to shed light on the importance of OCM as a strategic approach for enhancing employees’ career trajectories, filling a significant gap in the existing literature.Design/methodology/approachUsing a cross-sectional research design, primary data were gathered through a structured questionnaire administered to a diverse sample of 426 Turkish working adults representing various organizations. The study uses structural equation modelling with AMOS to analyse the direct and indirect relationships within the proposed research model.FindingsThe study findings underscore the essential connection between OCM and employees’ career outcomes, revealing its positive influence on subjective career success, employability and innovative work behaviour. Moreover, career capital emerges as a critical intermediary mechanism that mediates the impact of OCM on these career outcomes, further highlighting the strategic significance of OCM practices.Research limitations/implicationsIt is important to note that this study relies on self-report surveys to gauge employees’ perceptions about their career outcomes and OCM. Additionally, the study data are confined to the Turkish context, which may influence the generalizability of the findings to other contexts.Practical implicationsOrganizations can bolster career outcomes through strategic investment in OCM. Industries can customize approaches, leveraging insights to optimize workforce potential. Policymakers should integrate career development principles, cultivating a culture of perpetual learning, thus fortifying organizational resilience and fostering sustainable success.Originality/valueThis study adds substantial value to the current body of knowledge by investigating the mediating role of career capital in the relationship between OCM and individual career outcomes, particularly within the context of emerging economies like Turkey. The study’s comprehensive approach to understanding careers from both individual and organizational perspectives contributes to a more nuanced and holistic understanding of career dynamics.

Prioritizing Career Management Activities on Youth Leaders’ Retention: A Spherical Fuzzy Analytic Hierarchy Process-Based Approach

As youth organizations play a vital role in nation-building, retaining elected officials is essential for organizations to maintain created value. Youth are distinct from previous generations in their attitudes, behaviors, and personalities, and retaining them requires a distinct management strategy. This study aims to provide decision-makers with a more effective and efficient instrument for evaluating the types of career management activities contributing to the retention of SK Chairpersons. This study uses a spherical fuzzy analytic hierarchy-based approach to examine factors and activities according to their importance. It was conducted at Talakag, Bukidnon, participated by the SK Federation with twenty-nine (29) SK Chairpersons. The results indicate that "leadership and Management" is the most important factor, that "supportive leadership" has a significant impact on their retention, and that "development-oriented career management activities" have the greatest influence on increasing the retention of SK Chairpersons. To accomplish more with youth programs and activities, the federation, under the supervision of the Barangay Council in each barangay, should prioritize Career Planning and Reflection, Performance Feedback, and Skill Development.

Proactive career management for female health professionals: a scoping review protocol

IntroductionMany women in frontline healthcare positions face work demands that are incompatible with their needs and aspirations, resulting in poorer work satisfaction and engagement, and greater probability of leaving their...

أثر ابعاد تصميم العمل على انشطة أدراة المسار الوظيفي : دراسة استطلاعية في بعض كليات جامعة المستنصرية

This study has taken knowledge of the nature of the relationship and the impact of the job design dimensions with career management activities as an issue. Design scheme proposed that the relation and the between the job design described as the independent variable and its variables (Skill variety,Task Identify, Task significance, Autonomy, Feed back)and career management described as the Reliable variable and its variables (Career Planning, Career pathing, The Function Training, Career Development). In the light of the proposed scheme two main premises was formulated, the first concerning the identification of linkages relations, and the second concerning the impact relations.And the test hypothesis variables of the study were absorbed in a questionnaire prepared based a number of measures related to the subject of the study and were distributed to (75) individuals representing a random sample of Science, Management &Economics and Engineering colleges at the University of Al-Mustansiria ,in addition to conduct some interviews, which included a number of officials and employees. And a range of methods used to analyze statistical data , and results were extracted by using (SPSS) software. The study found set of conclusions, one of the most important thinks was, that there is a linkage and impact relation between job design, its variables (Skill variety, Task Identify, Task significance, Feed back), and career management as a whole. Emerged from the study a set of recommendations and proposals, the most important one was, it is necessary for the college discussed to have a job design style that includes the basic dimensions that came in the study, except the Autonomy dimension, because the other dimensions are of a greet importance in increasing effectiveness of career management activities.

How career expectations influence advancement: evidence from women in the hospitality industry

Purpose This study aims to examine the role of women’s career expectations (CEs) in changes in their career advancement (CA) and to determine whether these changes were because of socio-demographic factors. Design/methodology/approach Multiple linear regression was used to measure the relationship between women’s CEs and CA, as well as the influences that socio-demographic factors (e.g. education) have on that relationship. Findings Results indicated that CEs had two dimensions (i.e. career rewards and career development) and that career reward expectations had a significantly higher effect on CA than career development expectations. Furthermore, women were very likely to set higher CEs and stronger desires for CA as they became older. Results also showed that education, working years and position level were significantly related to women’s CA. Practical implications This study provides new insight into which aspects of women’s CA can be boosted by CEs and how these aspects may be affected by socio-demographic factors. This study can help hotels design better career management strategies to achieve the desired results. The study also provides guidance for women’s career management activities. Originality/value This study considers women’s CEs in hotels. The results revealed two dimensions (i.e. career rewards and career development) of CEs and uncovered the influences of socio-demographic factors on women’s CA, for example, age, education, working years and position level.

Relationship between Career management activities and Satisfaction with the working environment compared to career goals of Hospital Administration workers

Relationship between Career management activities and Satisfaction with the working environment compared to career goals of Hospital Administration workers

The Relationship Between Dispositional Resistance to Change and Individual Career Management: A Matter of Occupational Self-Efficacy and Organizational Identification?

ABSTRACTThe perspective on career management has shifted from an organization’s responsibility to the individual ownership regarding one’s own career. Based on person-environment fit theory, the authors investigate how change resistant employees engage in individual career management activities. Occupational self-efficacy is tested as an underlying mechanism of this relationship. Organizational identification is examined as boundary condition affecting the relationship of dispositional resistance to change and individual career management. Using an employee survey of 157 participants, bootstrapping analyses reveal that dispositional resistance to change is negatively related to individual career management (i.e. career planning and career networking). Occupational self-efficacy is found to mediate these relationships. Moreover, low organizational identification strengthens the relationship between dispositional resistance to change and career planning; no significant interaction effect could be found for career networking. The authors conclude that organizations should offer personnel and organizational development measures to support their employees and create a development-focused organizational culture.

A spherical fuzzy analytic hierarchy process based approach to prioritize career management activities improving employee retention

In contemporary business life, retention of talented employees is crucial for organizations to preserve created value. Considering their attitudes, behaviors and personality, millenials are different from former generations, and retaining them requires a distinct management approach. This study aims to provide the decision makers with a more effective and efficient tool for evaluating career management activity types leading to employee retention of millenials. A novel method, Spherical Fuzzy Analytic Hierarchy Process (SFAHP) is used in the study to; (i) define the importance levels of the criteria having impact on employee retention, and (ii) assess various career management activity types for employee retention. To ensure the practical use of the model, a numerical example from real world is presented. The results indicate that “leadership and management” is the most important factor, and “development-oriented career management activities” is the highest impact activity type in increasing the employee retention.

Internal and External Networking Differentially Predict Turnover Through Job Embeddedness and Job Offers

Although the career benefits associated with professional networking are relatively well established, the repercussions of this highly regarded career management activity for voluntary turnover have rarely been examined. Given the potential costs associated with voluntary turnover, this study sought to clarify the roles of networking behaviors in relation to voluntary turnover by focusing on the distinction between internal and external networking. Based on survey responses of industrial and organizational psychology professionals, we found that internal and external networking behaviors differentially predicted decisions to voluntarily leave employers 2 years later: The likelihood of voluntary turnover was negatively predicted by internal networking and positively predicted by external networking. Furthermore, to shed light on the reasons why employee networking behaviors differentially predicted turnover decisions, this study also examined 4 turnover antecedents (job satisfaction, job embeddedness, perceived employment opportunities, and job offers) as potential mediating mechanisms. Results revealed that the relationships of internal and external networking with voluntary turnover were mediated by job embeddedness and job offers, respectively. We discuss the implications of these findings for understanding and managing employee networking and retention.

병원조직의 경력관리활동이 행정직종사자들의 고용불안 심리에 미치는 영향

This study has performed to propose the plan of effective career management systematically for the enhancement of mutual communication with internal and external customers based on the effect of career management activity in hospital organization on the job instability for administrative staff's. Data was collected from 192 hospital administrative located in Busan area where 7 general hospitals and 7 hospitals were involved, and examined the factor analysis, the reliability, the regression analysis and the correlation analysis using SPSS statistical program. The organizational career management activities were classified into direct and indirect activities through the verification of validity and internal consistency, and the job instability was influenced by the direct career management activities. Consider of countermeasure of necessary training required for the career of staff's has the strongest relationship with the job instability among the organizational direct career management activities, and Provide sufficient information service for new job opportunity and Develope career management plan participate with the staff's were also relatively shown the higher relationship. Thus, it was indicated that the organizational effective career management activities for the enhancement of mutual communication with customers were necessary for the strategy establishment of career management activities.

Meeting career expectation: can it enhance job satisfaction of Generation Y?

Purpose– This paper aims to explore the influence of career expectations on job satisfaction of Generation Y, as well as the mediating effect of career expectations on the relationship between hotel career management (HCM) and job satisfaction.Design/methodology/approach– Data were collected from the main tourist cities in China with Generation Y employees working in the hospitality industry as the target population. A total of 442 valid questionnaires were obtained, and structural equation modeling was used to examine the relationships among the constructs.Findings– HCM contributed positively to employees’ career expectation and job satisfaction. Career expectation was positively related to job satisfaction, as well as mediated the relationship between HCM and job satisfaction.Research limitations/implications– This study is limited by the use of self-reported data in the cross-sectional design because all participants filled out the questionnaires by themselves. The use of convenience sampling method presents another limitation for this study.Practical implications– This study may serve as a guide for managers and policymakers. First, this study highlights the importance of effective career management activities. Second, this study may help hotels retain the qualified staff members. Third, this study may help hotel managers respond to the career expectation of their young employees.Social implications– The meditating effect of career expectation highlights its importance in the career management system. The main force of market labor is Generation Y, who are known for their high career expectation and their emphasis on their career development. The findings indicate that both extrinsic and intrinsic value factors provide greater contributions to job satisfaction than prestige and stability factors. Therefore, hotels must provide a stable working environment, and care more on employees’ intrinsic value. Aside from providing high compensation, employers should also provide career growth opportunities and challenging job to their employees, as they are important motivational factors. By providing tailor-made career activities, hotel managers may satisfy the career expectations and enhance the job satisfaction of young employees, which, in turn, leads to a mutually beneficial situation for both managers and employees.Originality/value– This study explores the predictors and outcomes of career expectations of Generation Y employees. It highlights the importance of meeting the career expectations and also shows initial evidence on the mediating effect of career expectation. The findings of this study may provide useful guidance to both hotel operators and employees.

The role of career management between human capital and interim leadership

PurposeThe purpose of this study is to analyze the role of employees’ career management processes and the relationship between human capital and interim leadership role importance.Design/methodology/approachResponses of 413 Indian manufacturing employees with middle or top‐level management positions and who have worked as interim leaders in their organizations, were used in this study.FindingsThe results of a series of hierarchical regression analyses showed that involvement in career management activities plays a mediator role in the relationship between human capital and interim leadership. More specifically, human capital variable age is a deciding factor to accept an interim leadership position in the Indian manufacturing industry.Research limitations/implicationsThis study focuses on the impact of employees’ career management process on choosing interim leadership positions. In other words, employees considerably invest on interim leadership positions to achieve career success through exploring the career, focusing on career goals, and implementing career strategy.Originality/valueIt is the first time that the nexus of interim leadership is empirically studied with both human capital and career management concepts. This study adds value to leadership literature since assessing interim leadership performance is one of the criteria for succession planning and has great potential to change organizational hierarchical structure.

Career management systems: what are China's state‐owned hotels practising?

PurposeThis paper aims to explore the current situation of career management in China's state‐owned hotels and to delve into employees' perceptions of such activities.Design/methodology/approachTo obtain a comprehensive view of the career management situation, three qualitative research methods were applied in the study, namely, case study, focus groups, and in‐depth interviews. The results were combined to provide a better insight into career management activities in China and employees' perceptions of these activities. Based on the data collected, career management practices in China's hotel industry are grouped into four dimensions: assessment tools, career development information, professional training, and promotion system.FindingsThe findings of the study reveal that not all Western career management activities are being practised in China's hotels. The results of the qualitative research methods also reveal several career management techniques with Chinese characteristics. Although career management plays an important role in human resources management, there is a gap between hotel career management and employees' career needs. To obtain the best result, it is necessary to find a match between the requirements of the hotel and the aspirations of the individual employee.Practical implicationsBased on the data collected, recommendations and directions on career management practices are established and given to state‐owned hotels management. By developing the four dimensions of career management activities, the paper generates important references and suggestions for further study in the area of employees' career development.Originality/valueFor both hotel operators and hotel employees, the paper is the first attempt to provide comprehensive information concerning China's hotel career management. The development of the four career management dimensions may serve as a basis for future study.

What's the deal? An exploration of career management behaviour in Iceland

This article reports the findings of a longitudinal study that investigated the nature of the career deal in Iceland, chosen as a research setting because it potentially offers a very different career environment to that which exists in the UK and US, where most previous research examining contemporary careers has been conducted. The findings show that certain dimensions of the contemporary career deal shown to exist in the UK are less apparent in the Icelandic context. While a close reciprocal relationship between career self-management behaviour and organizational career management help does exist, other potential aspects of the deal are absent. In Iceland, individuals who get more help with managing their careers are more committed to their employer but this commitment does not imply that they will do more to manage their own careers with their current employer as result. In addition, no links were found between career management activities and job performance. In Iceland individuals do not engage in career self-management behaviour to any great extent and when they do, their behaviour does not seem to have the same kind of focus or meaning that it has been shown to have in the context of the contemporary career deal that exists in the UK.

Career Counseling in the new Career Era: A Study about the Influence of Career Types, Career Satisfaction and Career Management on the Need for Career Counseling

We investigate whether the perceived need for employer-independent career counseling differs between individuals according to their career type. We identify six different career types, basically varying in terms of career path and career aspirations: the bounded, boundaryless, staying, homeless, trapped and released career type. We investigate moreover (1) whether career satisfaction mediates the relationship between career types and the perceived need for career counseling and (2) whether this is moderated by the career support people get from their organization and by their career self-management. We use data from a representative sample of 957 Flemish employees. The study reveals that mobility on the labor market, more than a discrepancy between one's career aspirations and one's career path, drives the need for career counseling. People in homeless, released and boundaryless careers are most likely to participate in career counseling. Moreover, the results strengthen the argument that lifelong access to neutral career counseling is valuable in the current career era. Career counseling fulfils a need of people who are dissatisfied with their career. This need cannot fully be met by organizational career management activities. The study moreover sheds light on a potential pitfall of career counseling. Mechanisms should be developed for the people lacking career competencies and the appropriate career self-management behavior to find their way to career counseling.

Managing the career deal: the psychological contract as a framework for understanding career management, organizational commitment and work behavior

AbstractThis paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.

Assessing the role of internships in the career‐oriented employment of graduating college students

This study assessed the relationship between the completion of an internship assignment prior to graduation and subsequent employment in a career‐oriented job after graduation. Subjects for the study were 163 seniors graduating with a business degree from a large public university in the mid‐Atlantic region of the USA. Results showed that the completion of an internship assignment was linked with finding career‐oriented employment, but was not related to a higher level of confidence over personal fit with the position that was selected. The article presents implications for future research and discusses practical issues related to the use of internships and other forms of anticipatory socialization in the career management activities of college students.

THE PSYCHOLOGICAL CONTRACT AS A FRAMEWORK FOR UNDERSTANDING CAREER MANAGEMENT AND COMMITMENT.

This article reports the findings of a study conducted in a Great Britain-based organization, which examined the relationships between career management activities, the psychological contract and organizational commitment. The psychological contract has been defined as an individual's belief, shaped by the organization, regarding terms of an agreement between the individual and the organization. By exploring these relationships, the paper makes a contribution both to career and to psychological theory. In terms of career theory, they add to understanding about the different and complex effects of experience of organizational career management help. Firstly, such help encourages the development and maintenance of organizational commitment via fulfillment of the psychological contract. This leads one to conclude that, if organizations provide career help for employees, this behavior will contribute to a fulfilled psychological contract. Conversely, if such help is not provided, then the psychological contract will be violated and commitment undermined. This appears to be especially true of formal help, such as training, personal development assistance and developmental work experiences.