Organizational Career Management Research Articles

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.

The role of organisational career management in enhancing employees' self-competence and the influence of organisational learning culture as moderator with specific reference to the IT industry

The role of organisational career management in enhancing employees' self-competence and the influence of organisational learning culture as moderator with specific reference to the IT industry

INFLUENCE OF ORGANISATIONAL CAREER MANAGEMENT ON EMPLOYEE PERFORMANCE AND RETENTION OF ACADEMIC STAFF OF PRIVATE UNIVERSITIES IN ONDO STATE, NIGERIA

Nigerian private universities are increasingly recognising the importance of incorporating career management into their human resources strategies. This is done to enhance performance and cultivate dedicated employees who are willing to remain with the institutions for an extended duration. Therefore, this study examined the influence of organisational career management on the performance and retention of employees in the three private universities located in Ondo State, Nigeria (Achievers, Elizade, and Wesley). The research used descriptive survey and quantitative data analysis. The data for this research was collected using Google Forms, an online survey platform, that facilitates the distribution of questionnaire to respondents via email and WhatsApp platform. Convenience sampling technique was employed to select 244 employees according to their respective faculties. The findings of this study indicate that career management has a statistically significant positive effect on employee performance (R2=0.100, p-value<0.05). The study also confirmed that career management has a substantial influence on employees’ retention (R2=0.046, p-value<0.05). This study concluded that the implementation of efficient organisational career management (OCM) is crucial for enhancing performance and retaining valuable employees. Therefore, this study recommends that management should allocate resources to support the professional development of employees. These resources may include career workshops, career centres, career assistance, counselling, coaching, and mentorship. By providing these resources, employees can improve their job performance and committed to the future goals of the institutions.

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

Purpose This 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/approach Using 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. Findings The 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/implications It 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 implications Organizations 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/value This 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.

경력 정체감과 조직 몰입 간 관계

Managers need to manage employees’ perception of their careers, as emphasized in various field studies and research. Researchers have pointed out that modern workers are becoming more sensitive to organizational career management, which could ultimately negatively affect their attitudes and performance. However, current literature tends to focus more on job-related attitudes and performance. This study aimed to explore the impact of employees' career-plateau perception on organizational commitment, considering that individual attitudes towards work could easily transition into attitudes towards the organization. This study also proposed that the mediating effect of career commitment exists in this relationship, suggesting that a high level of person-organization fit could amplify the negative impact of career plateau. Analyzing data from 296 employees, the results revealed that, as hypothesized, employees with a strong sense of career plateau exhibited lower organizational commitment. Additionally, the negative relationship between career plateau and organizational commitment was mediated by career commitment. Moreover, individuals who perceived a higher level of person-organization fit showed a stronger negative relationship between career plateau and career commitment. When examining the moderating effect of job position, this trend was more pronounced among employees in higher positions. Based on these findings, this study proposed the need to manage employees' attitudes towards the organization by managing their experiences related to career plateau within the organization. Furthermore, some practical implications for employee career management were suggested.

코로나19 팬데믹 상황에서 경험한 커리어쇼크가 주관적 경력 성공 인식 수준에 미치는 영향에 관한 연구

Purpose - The purpose of this study is to identify the factors of shocking events in the career aspect experienced by Korean workers in the context of the Covid-19 pandemic, and to find out whether these career shocks affect individual perceptions of the importance of subjective career success. Design/methodology/approach - In the survey of 146 respondents, the career shock events experienced in the context of the Covid-19 pandemic were largely divided into three categories; ‘work change’, ‘employment anxiety’, and ‘life anxiety’. For the subjective career success, seven dimensions - ‘financial security’, ‘financial achievement’, ‘entrepreneurship’, ‘positive relationship’, ‘positive impact’, ‘learning and development’, ‘work-life balance’ - were used. Findings - As a result, there was no difference in the perception of subjective career success due to the experience of ‘work change’ during the Covid-19 period. However, the respondents who experienced ‘employment anxiety’ came to recognize that ‘financial security’ and ‘financial achievement’ were more increasing in terms of the degree of difference of importance. And respondents who experienced ‘lifetime anxiety’ perceived that the degree of difference of importance was increasing in the six dimensions except for ‘social influence’. Particularly, the increase in the importance of ‘work-life balance’ and ‘positive relationship’ was found to be the greatest among the career success dimensions. Research implications or Originality - Finally, it was concluded that changes in the external environment such as Covid-19 pandemic influence as a career shock and affect the level of importance in subjective career success perception. Based on the results, the theoretical implication on current career study and some practical implications for organizational career management were suggested.

Personal Characteristics and Organizational Career Management as Predictors of Organizational Commitment: An Empirical Investigation

Purpose: The objective of this study was investigate the effect of organizational career management and demographic variables on organizational commitment in Jordanian universities. Theoretical framework: Organizational Career management and organizational commitment become vital concepts in the field of human resource management and organizational behavior. Nevertheless, in Arabian countries such as Jordan, these concepts have not received adequate consideration from specialists. Design/methodology/approach: The researcher designed a questionnaire based on the objectives and hypotheses of the study. The researcher disseminated 468 questionnaires. 445 the collected data and test the hypotheses. The data were analysed using frequencies, percentage, mean rating, one sample t-test and ANOVA. Findings: Study results showed a positive and significant correlation between organizational career management and organizational commitment, from the standpoint of administrative staff in Jordanian Universities’. Research, Practical & Social implications: Some managerial implications for Jordanian Universities’ Managers and HR practitioners have emerged based on the findings of this study. Originality/value: Many organizations use programs to develop employee career path employees, but these programs are fragmented and do not exist in an integrated process linking the path of individuals and the organization. This study adapt comprehensive model and explore its relation with organizational commitment.

Analysis of the influence of organizational career management and individual career mangement on career effectiveness health functional positions

Analysis of the influence of organizational career management and individual career mangement on career effectiveness health functional positions

How Does Person-Environment Fit Relate to Career Calling? The Role of Psychological Contracts and Organizational Career Management.

The formation of one's career calling involves endowing work with meaning and realizing oneself in work, and it has become a focus of organizational behavior research in the past decade. Although there are many studies on the outcome variables of career calling, research on the antecedents of career calling formation is relatively scarce, and its mechanisms are unclear. Based on fit theory and social exchange theory, we analyzed the data of 373 employees and explored the relationship between person-environment fit (focusing on person-organization fit and person-job fit), psychological contract, career calling and organizational career management. We adopted a multi-timepoint data collection method to analyze data from 373 employees from an internet technology company. A mediated moderation model and hypotheses were tested using Mplus 8.3 software. The results showed that person-organization fit and person-job fit were positively related to career calling, and the psychological contract played a partial mediating role. The moderating effect of organizational career management on person-organization fit, person-job fit and the psychological contract was also confirmed. Moreover, the mediating effect of the psychological contract was stronger when organizational career management was higher. We examined the important influence of individual-level and organizational-level factors on the formation of career calling. The findings highlight the important role and mechanism of person-environment fit in the formation of career calling through psychological factors, which has managerial implications for how to develop employees' career calling.

Development of the Perceived Salient Organizational Career Management (OCM) Practices Scale in Southern China

ABSTRACT This study developed a scale of perceived salient organizational career management practices based on a survey of 420 social workers from social work organizations in Guangdong province, China. A two-factor structure OCM scale was constructed using items reflecting the components of organizational career management (OCM) practices. The scale showed sufficient reliability and validity. The results demonstrated the necessity of designing promotion ladders, relevant training, career counseling and other OCM measures to assist social workers in their career progression.

A structural equation modelling analysis: interprofessional team collaboration, organizational career management, and post competency of community nurses

BackgroundWith the advent of an ageing society and an increase in the prevalence of chronic diseases, the role of primary health care has become increasingly important and reliant on multidisciplinary collaboration. As members of this interprofessional cooperative team, community nurses play a dominant role. Thus, the post competencies of community nurses study deserve our attention. In addition, organizational career management can affect nurses in some ways. This study aims to examine the current situation and relationship among interprofessional team collaboration, organizational career management and post-competency of community nurses.MethodsA survey was conducted among 530 nurses in 28 community medical institutions from November 2021 to April 2022 in Chengdu, Sichuan Province, China. Descriptive analysis was used for analysis, and a structural equation model was used to hypothesize and verify the model. A total of 88.2% of respondents met the inclusion criteria and did not meet the exclusion criteria. The main reason nurses gave for not participating was that they were too busy.ResultsAmong the competencies on the questionnaire, ensuring quality and helping roles scored the lowest. The teaching-coaching and diagnostic functions played a mediating role. Nurses with greater seniority and those who were transferred to administrative departments had lower scores, and the difference was statistically significant (p < 0.05). In the structural equation model, CFI = 0.992 and RMSEA = 0.049, which shows that the model fit well, suggesting that organizational career management had no statistically significant effect on post competency (β = -0.006, p = 0.932) but that interprofessional team collaboration had a statistically significant effect on post competency (β = 1.146, p < 0.001) and organizational career management had a statistically significant effect on interprofessional team collaboration (β = 0.684, p < 0.001).ConclusionsAttention should be given to the improvement of community nurses' post competency in ensuring quality and performing helping, teaching-coaching, and diagnostic roles. Moreover, researchers should focus on the decline in community nurses' abilities, particularly for those with greater seniority or in administrative roles. The structural equation model shows that interprofessional team collaboration is a complete intermediary between organizational career management and post competency.

Managing Butterfly Career Attitudes: The Moderating Interplay of Organisational Career Management

A protean career attitude is the most attractive and coping career adjustment attitude nowadays. Based on the social exchange theory, this study empirically analyses the association between protean career attitude and affective organisational commitment for Malaysian hotel industry employees. It also examines the COVID-19 situation’s retrospective repercussions and career uncertainty. The study also investigates the moderating role of organisational career management on the relationship between protean career attitudes and affective organisational commitment. During the pandemic, a cross-sectional survey was given to 403 hotel managers working in four- or five-star hotels. The data were analysed using structural equation modelling in Smart-PLS. The results showed that self-directed and value-driven protean career attitudes undermine affective organisational commitment. Organisational career management significantly moderated the relationship between a protean career attitude and affective organisational commitment. In light of this, organisational career management is essential when dealing with protean careers. Lastly, the person’s practical implications are significant. People should have a protean career attitude to deal with unpredictability, such as the COVID-19 epidemic and remain invincible over the long run.

Romanian Version of the Career Crafting Assessment: Psychometric Properties

The notion of career is no longer understood as a progressive advancement within the same organization, but rather as a lifelong dynamic transition between multiple jobs. Lee et al. (2021) developed Career Crafting Assessment as a means of identifying the proactive behaviors that people engage in when developing their career paths. The aim of this study was to test the psychometric properties of the Romanian version of the scale. In Study 1 ( N = 938), Confirmatory Factor Analysis supported the four-factor model of the scale. The results supported the measurement invariance for gender, but not for age. The internal consistency of the scale was adequate. In Study 2 ( N = 344), we found significant positive correlations between career crafting and two similar constructs, namely job crafting and organizational career management, supporting the convergent validity of the scale. In Study 3 ( N = 213), the criterion validity of the scale was supported by significant positive correlations between career crafting and four of its possible outcomes, namely performance, work engagement, perceived meaningfulness of work, and person-job fit. Our results are in line with the findings of Lee et al. (2021) and suggest that the Romanian version of the instrument is valid.

How Does Organizational Career Management Benefit Employees? The Impact of the "Enabling" and "Energizing" Paths of Organizational Career Management on Employability and Job Burnout.

Organizational career management (OCM) is believed to be a useful practice to stimulate the potential of employees. However, how this can be achieved is still under investigation. This research aims to explore the mechanisms that explain the effects of OCM by clarifying its impact on employees' psychological states and their capability, based on a socially embedded model of thriving. To examine our hypotheses, we conducted a three-wave survey study with 272 full-time employees in China from diverse industries. The study lasted for three months and there was a one-month interval after each wave. We asked the participants to report OCM, career plateau and demographic variables at Time 1, their appraisal of learning and vitality at Time 2, and their self-perceived employability and job burnout at Time 3. We utilized regression analysis to examine our theoretical model and path analysis using the bias-corrected bootstrap method to test the significance of the indirect and moderation effects. The findings showed that OCM positively affected employees' learning and vitality at work, which increased their self-perceived employability and subsequently decreased job burnout. Furthermore, the effects of OCM were found to be weaker for employees with a high degree of career plateau. These findings demonstrate that OCM benefits employees by "enabling" and "energizing" them to better themselves in terms of their employment and they shed light on the boundary condition of the career plateau. Therefore, organizations may provide OCM to facilitate employees' capability and their motivation to engage in self-development, and to further enhance the effects by decreasing their perception of a career plateau.

The role of organisational career management in enhancing employees self-competence and the influence of organisational learning culture as moderator with specific reference to the IT industry

The role of organisational career management in enhancing employees self-competence and the influence of organisational learning culture as moderator with specific reference to the IT industry

Aspects of Career Management and Success in Educational Organizations

A modern educational institution should create the necessary conditions for the integration and development of the personal and professional competences of the teachers in order to obtain a successful career. In the current context of the educational system in the Republic of Moldova and Romania, the capitalization of human resources is a priority objective of the managers of educational institutions. The difficulties they face, the constantly changing educational reforms, the unpredictable and challenging situations are known partially or impartially theoretically and practically by teachers who are beginning to integrate into the institution, and the process of insertion from educational institutions is often not effective. We will analyse the characteristics of a successful career but also the motivation for achievement as an important component of the professionalization process, teachers thus tending to pursue challenging careers, complex enough, but not so difficult as to end in failure. Therefore, if professional motivation is an important endeavor, because it starts from the idea that a large part of everyone's life spends at work, performance denotes the achievement and ability of the teacher to respond to tasks and to be a model for those in the organization when it comes to involvement and responsibility.

KARİYERİN KAVRAMSAL YAPISININ SINIFLANDIRILMASI: ORTAK KELİME ANALİZİ

In order to understand the progress and future of a research field that has reached a certain level of knowledge, it is necessary to analyze the subject patterns, research trends, conceptual structure and evolution from a historical perspective. A systematic review of the domain is required in order to consolidate its scattered theoretical and conceptual structure and reveal its evolutionary characteristics, since career is a scientific discipline that has been studied for many years, permeable with many different scientific fields, and received great interest from both academic and professional environments. With this study, it is aimed to reveal the conceptual structure of and the new developments in the field by systematically reviewing the studies, covering the years 1975 – to 2018, in the field. In this direction, common word analysis was performed by downloading the bibliometric data of the studies published within the scope of the Web of Science. As a result of the analysis, it has been observed that the studies in the field of career are gathered in three different clusters: i) organizational career management and environmental factors, ii) individual career management and career outputs, and iii) pre-career and career adventure. In addition, emerging concepts were examined. The findings were discussed by comparing the literature.

Organizational career management in the new career era: scale development and validation

Despite the widely recognized change of career management in the new career era, little is known about whether current organizational career management practices differ from previous ones. Using an open‐ended survey and literature review, this study develops a scale of organizational career management that shows some features of the new career era (e.g. boundaryless career, protean career, kaleidoscope career, etc.) in China. We conducted two independent studies (N = 320; N = 216) to examine the reliability and validity of the scale. The final organizational career management scale includes four dimensions: boundaryless work, work‐life balance policies, training and development and diversification. Further, we tested both the possible bright side and dark side of organizational career management in contemporary organizations using 179 employees over a two‐month interval. We found that both a bright side (i.e. higher organizational commitment and less turnover intention) and a dark side (i.e. higher career competency and more likely to leave organizations) exist. This article discusses the contributions, practical complications, limitations and future research directions.

Organizational career management: a review and future prospect

PurposeThe purpose of this study is to review the research about organizational career management (OCM) and provide an integrated understanding of OCM research.Design/methodology/approachIn this paper, the authors systematically review 85 OCM-related papers published in highly influential journals over the past four decades (1978–2021). This paper reviews the definitions, measurements, antecedents, outcomes, mediators and moderators of OCM.FindingsDiverse definitions of OCM exist, with three key common factors: what should be included in OCM, who is responsible for OCM and the goal of OCM. Scholars use different OCM measures, which might be due to different nations, industries, groups and scale development methods. More than 20 papers demonstrated the positive influences of OCM, providing convincing evidence of the necessity of OCM. About 90% of the current papers we reviewed (27 out of 30 papers) dominantly examined the influence of OCM on individuals’ attitudes or work behavior. The influence of OCM on organizational outcomes was less addressed.Originality/valueFirst, the authors review the existing OCM measurements and distinguish two ways of measuring OCM: OCMP (organizational level, rated by HR managers or HR vice president or CEO, capturing the real practices) and POCM (Perceived OCM, individual level, rated by employees, capturing subjective perception of practices). This distinction reduces the ambiguity in existing measurements. Second, we summarize the empirical findings of OCM, including the antecedents, outcomes, mediators and moderators. These findings uncover the benefits/risks of OCM and the factors that may influence its effectiveness. Third, the review provides several practical implications as the findings can help managers improve their career development programs.

Influence of Career Decision Ambiguity Tolerance Preference on Career Adaptability: The Role of Individual and Organizational Career Management.

Drawing on the career construction and cognitive appraisal theory, this study constructs a moderated mediation model to explore the mechanism of career decision ambiguity tolerance preference (CDAT-P) on career adaptability via challenge appraisal, as well as the interactive effect of individual and organizational career management. Participants comprised 1023 Chinese university students who completed questionnaires with a three-wave design. The results show that CDAT-P positively predicts career adaptability, and challenge appraisal mediates the direct effect. Moreover, individual career management and organizational career management have an interactive effect on the direct relationship between CDAT-P and challenge appraisal and the first stage of the mediating effect. Specifically, when individual and organizational career management are high, the positive direct effect of CDAT-P on challenge appraisal and the mediating effect are stronger.