Organizational Career Development Research Articles

Leadership behavioural integrity and employee engagement: role of organisational career development and feedback self-efficacy

PurposeThe present study purports to unravel the mechanism in relationship among leadership behaviour integrity, organisational career development and employee engagement. Further, it also aims to understand if the employee feedback self-efficacy has any moderating influence on the relationship between leader behavioural integrity and organisational career development.Design/methodology/approachPre-existing questionnaires are used for collecting data from a total of 417 employees working in the information technology industry operating within India. Analysis of the data is done using structural equation modelling technique.FindingsResults of the study show that organisational career development partially mediates the relationship between leadership behavioural integrity and employee engagement. It is also found that feedback self-efficacy plays a moderating role in the relationship between leadership behavioural integrity and organisational career development.Originality/valueThe study helps to understand the mechanism of the relationship between leadership behavioural integrity and employee engagement through organisational career development with the support of ethical theory and social exchange theory. It also shows the moderating role played by feedback self-efficacy in the relationship between leadership behavioural integrity and organisational career development using social learning perspective.

Determinant of Employee’s Turnover Intention: The Analysis of Career Development, Organization Justice, and Trust in Organization

An organization consists of a group of people who are formally assigned roles to work together to achieve organizational goals. Meanwhile, a manager is a person who is given the responsibility to achieve corporate goals by making various efforts for human existence in the organization. Therefore, given the importance of the human role in today's competitive environment, it is not surprising that the position of employees as human capital is the most important factor as a crucial component of the development of an organization. The objective of this article review analysis is to discover the factors that can influence employees' intention to leave. The method of this analysis is the qualitative method, in which the literature of previous articles up to 21 articles is reviewed. The results show that career advancement, organizational fairness and organizational trust. These findings can provide a reference for business leaders to identify factors that may influence turnover intention

To what extent do career agility and psychological capital activate employees’ career adaptability and foster their career resilience and career satisfaction?

The present study drew from the career construction theory of career adaptation and assessed the extent to which career agility and psychological capital (as psychological states of adaptive readiness) activated employees’ career adaptability resources and fostered their career resilience and career satisfaction (as modes of career adaptedness). A sample of ( N = 412; mean age = 38.79 years) Black African employees in the public services participated in the study. Correlational statistics showed positive associations between the study variables. Mediation effects highlighted technological adaptivity, agile learning, optimism, and hope as activators of career concern, career control, and career curiosity, which in turn boosted self-reliance, personal resilience, and work resilience. Psychological states of career agility and psychological capital had also direct effects on the career adaptedness modes of career resilience and career satisfaction. The findings enriched career adaptation theory and have utility for organisational career development practice in the public services.

Organizational career development and retention of millennial employees: the role of job engagement and organizational engagement

PurposeThe study examines the mediating mechanisms of job engagement (JE) and organizational engagement (OE) in the relationship between organizational career development (OCD) and retention of millennial employees.Design/methodology/approachData from a total of 422 employees working in information technology organizations in India were collected through a structured questionnaire survey and subjected to analysis using structural equation modelling (SEM) with a confidence level of 95 percent. The convenience sampling technique for collecting data and descriptive research design was used in the study.FindingsResults of SEM indicate that there is a positive relationship between OCD and employee retention (ER), which is mediated by JE and OE partially.Originality/valueThe study contributes by establishing the mediating role played by JE and OE in the relationship between OCD and ER.

Performance Appraisal for Career Development in A Semi-Political Institution

Performance management has become a popular instrument of reform in many countries and effectively improves the quality of bureaucracy. Its use is not limited to the macro and meso-levels but extends to the micro level as a basis for individual career development. Objectivity and subjectivity are contradictory but appear simultaneously in performance appraisal practice. This paper focuses on performance appraisal practices for individual career development in a semi-political organization in terms of four aspects: education, training, promotion, and rotation. The study uses a qualitative method to gather primary data through interviews with source persons in the Secretariat General of the House of Representatives, Republic of Indonesia. The result shows that subjectivity and political factor dominate employees’ performance appraisal as well as career development. It occurs predominantly in the process of rotation and promotion. Furthermore, performance appraisals have not been used in creating an individual development plan in terms of education and training.

Organizational career development and retention of millennial employees: role of job satisfaction, organizational engagement and employee empowerment

PurposeThe study aims to examine the relationship between organizational career development (OCD) and employee retention (ER) with job satisfaction (JS) and organizational engagement as the mediating variables and employee empowerment (EE) as moderating variable between the relationship of OCD and JS.Design/methodology/approachA total of 422 respondents – employees working in information technology (IT) company in India – were collected and subjected to analysis through structural equation modelling (SEM).FindingsThere is a positive relationship between OCD and ER, where JS and organizational engagement acts as mediating variables. The study also shows the existence of moderating impact of EE in the relationship between OCD and JS.Originality/valueThe contribution of the study comes from establishing the role played by JS, organizational engagement and EE in the relationship between OCD and ER.

The Role of Talent Management In Stimulating Human Resources Career Development

Amidst the competition between companies today, creating a competitive advantage is an absolute thing that organizations must fulfill. One way to create excellence is to have employees with the skills, knowledge, and competencies that meet your organization’s needs. Human Resources (HR) is one of the resources that play an important role in achieving the goals of an organization. While an organization has sufficient physical capital or the latest technology, people will still manage and nurture the implementation. The study uses quantitative methods to analyze the extent to which talent management impacts career development in HR organizations. A private university in LLDikti Region VI has shown a partial and simultaneous positive and significant influence on aptitude management, knowledge management, and job evaluation in employee career development. The existence of good talent management in the organization is expected to increase the potential talents within the organization to occupy crucial positions in developing the organization in a better direction

Peran Sumber Daya Manusia Dalam Perencanaan dan Pengembangan Karir Pada Organisasi Nirlaba : Tinjauan Pustaka

Literature review aims to explore and evaluate previous research that has focused on the role of Human Resources in planning and career development in nonprofit organization. Several frameworks are explored and discussed. In this article, there is some evidence that shows that non-profit organizations have planning and career development that aims to achieve organizational goals, especially in the social aspect. This article has been reviewed based on research findings, methodology, country studied, and year of publication. The largest contribution of these 40 main research articles came from the United States (45%) and the highest published by researchers in 2017 (27.5%) with empirical study research methods (42%), The largest source of articles was obtained from the Nonprofit and Voluntary Sector Quarterly (22.5%). This article describes descriptive analysis and qualitative thematic analysis to describe the analysis of the role of Human Resources in career planning and development in non-profit organizations in order to increase workforce loyalty and minimize turnover.

Registered nurses' perceptions of their career-An interview study.

We aim to explore registered nurses' perceptions of their career. Career development options have been found to increase attraction to nursing and support nurses' engagement with their organization and profession. We collected qualitative individual interviews with 23 registered nurses; data were analysed with thematic analysis and reported according to the consolidated criteria for reporting qualitative research (COREQ) criteria. Three themes emerged: career choices, career engagement and career development. Participants had chosen a nursing career because they perceived it as humane, people oriented, meaningful, diverse and secure work. Participants' engagement in their career was connected to the content of the work, in which direct patient care was central. Nurses connected career development with high competency, independence, influence and meaningful working life experience. However, they perceived career development opportunities as minute within direct patient care. Career development opportunities for nurses in direct patient care are needed to foster their career engagement and the attractiveness of the nursing profession. Further research is needed on the career planning and development of nurses working in patient care. Nurse managers must play a central role in engaging nurses in their careers and promoting their competency and career planning and development in organizations.

대인관계기술과 경력만족 관계에서 자기관리의 매개효과와 성별의 조절된 매개효과

Though the paradigm movement of career from organization-focus to individual-focus highlights the roles of individual, it is still necessary for scholars to consider the function of personal resources for career development in organizations regarded as a social interactive field. This study set up a few variables; interpersonal skill described on effective personal resource in social context, self-management focused on voluntary regulation of individual behavior, career satisfaction represented as a positive evaluation on career and gender as a remarkable conditional variables in awareness of career outcome. We tested two types of main effects, mediating effects, and conditional indirect effects empirically. The data collected from 335 employees working at service and state-owned companies in Jeju province. We used SPSS Macro to test main effects, mediating effects with model 4, and moderated mediation effects with model 7. Interpersonal skill were positively related to self-management and career satisfaction respectively. In the mediation process, self-management were partially mediated the links between interpersonal skill and career satisfaction, in addition, the conditional indirect effect of gender in the path of interpersonal skill on career satisfaction via self-management was significant. These results indicated that a personal resource facilitates career development and self-regulation activities and it enable to be a main driver in the psychological mechanism in the basis of self-regulation. In addition, this finding supplies a meaningful implication of gender perception gap in the impact of personal resources for career development.

Pengaruh Iklim Organisasi Dan Pengembangan Karir Terhadap Semangat Kerja Karyawan Pada PT. Mahakam Energi Berkah

Abstract:
 The purpose of this study was to determine the effect of organizational climate variables and career development on employee work spirit simultaneously and partially. In addition, to determine the most dominant variable affecting employee work spirit at PT. Mahakam Energy Blessing in Tenggarong Seberang. The responden in this study were all production employees at PT. The Mahakam of Blessing Energy numbered 93 people. The analytical tool used is qualitative analysis with multiple regression models. Based on the simultaneous test table, it can be concluded that the variable organizational climate and career development simultaneously affect employee morale. Organizational climate and career development variables have a partial effect on employee morale. From the two partial correlation test results, it can be seen that the value of the organizational climate variable is the largest compared to the career development variable, so that the organizational climate variable is the most dominant variable affecting work morale.
 
 Keywords: Organizational Climate, Career Development, Work Spirit

Pengaruh budaya organisasi, pengembangan karir dan self efficacy terhadap kinerja karyawan pada PT. Pos Padang

This study aims to determine how much influence Organizational Culture, Career Development, and Self Efficacy have on Employee Performance. The analytical method used is correlation analysis and multiple regression. The method of data collection in this study is to use a questionnaire filled out by respondents, namely employees of PT. Padang Post. From the results of multiple regression analysis, it shows that: (a) organizational culture has a partially significant effect on employee performance, (b) career development has a partially significant effect on employee performance, (c) self-efficacy has a partially significant effect on employee performance development, (d) ) organizational culture, career development and self-efficacy together on career development, (e) the contribution of organizational culture, career development, and self-efficacy variables together on employee performance is 71.4% while the remaining 28.6 % influenced by other variables not examined in this study.

The gender aspects of career development and leadership in organizations

A Work-life balance is an important factor in the career management process. Thus, we find it interesting to focus on these issues when studying the career management process. The individuals employed in all administrations of Tbilisi districts were selected as the object of our research. The surveyed respondents were 50% of the employees. The aim of the research was to study career management issues from a gender perspective. It is important for us to find out how cultural and traditional values ​​influence career management. The findings of the research analysis were combined in three main areas. Some of the findings are related to the improvement of the organization management methods, the second part is aimed at the proper use of employees' self-management and free time, and the conclusions of the third category should be taken into account by the legislature.

THE INFLUENCE OF ORGANIZATIONAL COMMITMENT, CAREER DEVELOPMENT AND WORK ENVIRONMENT ON EMPLOYEES’ JOB SATISFACTION (CASE STUDY AT PT. MAP SURVEILLANCES)

This research aims to learn further regarding the impact caused by Organizational Commitment, Career Development and Work Environment on Employee Job Satisfaction either partially or simultaneously. The research population amounted to 140 respondents with a sample filtered of 95 respondents who were employees at Head Office and Site Office of PT. Map Surveillances. The quantitative descriptive research method used multiple linear regression analysis through the version 22 SPSS (Statistical Package for the Social) application program. The results showed that Organizational Commitment, Career Development and Work Environment had a positive and significant impact on Job Satisfaction both partially and simultaneously.

Organizational personnel career development

The aim of the study is to analyse opportunities for career development of organizational personnel. The object of the study includes processes providing organizational career development. The subject of the research is interdependence between personal professional development of employees and organizational performance. The research methods are description and analysis.The processes providing career progression can be divided into direct, actively encouraging employees to improve professional skills, and indirect, creating favourable work environment and commitment to achieving organizational relevant goals. Under the modern conditions of societal transformations, it is highly important to pay closer attention to interrelation between personal development and organizational aims since a customary vision of career as vertical climbing a corporate ladder is receding into the past. Opportunities for continuous training, entrepreneurial activity, and multiple vacancies are changing a vision of career as a finite process within an organization. An essential role in the system of personnel management should be played by employee career development planning which establishes connections between financial and nonfinancial incentives, on the one hand, and employee performance, on the other hand, – with respect to their personal interests, social characteristics and motivation level.The author concludes that two opposite tendencies influence personnel management system functioning: change and conservation. The necessity for change is caused by transforming market and social conditions, employee personal growth, and organizational life cycle. The tendency for status quo conservation is dictated by the desire of any system for stability and sustainability.

Women on top: the career development journey of Filipina business executives in the Philippines

PurposeThis paper aims to examine the experiences of Filipina women business executives occupying top-most leadership roles in male-dominated industries in the Philippines.Design/methodology/approachThis qualitative research utilized the institutional theory and a phenomenological approach with semi-structured interviews for data collection. The seven women executives were purposively selected and interviewed in-depth. Participants were renowned leaders in six male-dominated industries in the country.FindingsThree phases – growing up years, career advancement and raising a family and becoming and being the chief executive officer (CEO) tracked the career development journey of the Filipina women business leaders that participated in the study. Cultural, organizational and familial factors emerged as contextual dimensions at each phase that the women business executives needed to navigate in their journey to the top. Six sub-themes reflect challenges in their career progression – women as in-charge of households, expectations as mothers, limited representation in the boardroom, discrimination as women leaders, women not seen as leaders and husband's ego. Four other sub-themes served as enablers – equal opportunity culture, career pathing and diversity, male mentors/role models and enlightened husbands. The CEO's personal characteristics surfaced as a critical factor – spirituality, being competitive but not ambitious, speaks her mind, can-do attitude, accountability, openness to learn and continually re-invents self.Research limitations/implicationsThe participants only included top-most Filipina women business leaders. Implications to women executives' career development in organizations are discussed.Originality/valueThis current study contributes a proposed conceptual model in the understanding of the career development journey of Filipina women executives in the Philippines where recent findings found greater recognition of their work in the corporate setting as compared to more developed Asian countries.

Role of Perceived Career Development Opportunities in Predicting Employee Commitment and Subjective Career Satisfaction of Middle Managers in Commercial Banks in Sri Lanka

In today’s dynamic and uncertain employment climate, both employers and employees must play an active role in the development of employee careers. This research fills a gap in the existing literature by evaluating the role of organizational career development opportunities in predicting subjective career satisfaction and commitment of employees in a developing country context. Understanding the impact of career development opportunities provided by the employer and their effects on subjective career satisfaction and commitment is important to both the organization and the individual in the current uncertain and unpredictable employment climate. Data were collected, via an online survey, from 224 middle managers of commercial banks in Sri Lanka, and evaluated using multiple hierarchical regression analysis. The findings, which have important implications for policymakers, indicate that the employee's perception of the provision of career development opportunities by the organization promotes them to develop their subjective career satisfaction and commitment. These outcomes provide implications to the extended model of social cognitive career theory and Meyer and Allen's model of commitment. In terms of policy implications, the organizations should create a supportive career development culture to build a belief in employees that the organization they work for cares about their career needs. This belief can be built by considering individual employees’ personal career goals in the implementation of career development programs and informing employees about available career development opportunities within the organization. The limitations of the study and the directions for future research are also discussed.

Generation Z and organizational citizenship behavior of sharia banking

Purpose: The goal of this study is to test and examine the effect of organizational support on employee engagement and OCB; the impact of career development on employee engagement and OCB; as well as the impact of employee engagement on OCB. The survey was carried out on Indonesia's 200 Sharia Banking Generation Z employees. Design/methodology/approach: All Generation Z employees working as the population in Islamic banking companies in Indonesia use the questionnaire and interviews to collect data. The purposeful sampling was used in this study where the researcher understood that it was possible to gather the appropriate information from a particular population that was able to provide the information requested and that the predetermined criteria had been fulfilled. Since the population is too large, this method was chosen. 200 samples consist of the sample number. In this analysis, SEM is the method used to process information (Structural Equation Model) Findings: The organizational support variable is shown to be capable of influencing employee engagement, which means that the better organizational support offered by the company would also increase the greater engagement of Generation Z employees in Sharia banking. Variables in work growth can affect employee engagement, meaning that the greater company's career development, the greater employee's engagement. Organizational support has been shown to affect OCB, which shows that the better organizational support of the corporation, the greater organizational citizenship behavior of the employee. It is seen that career development is capable of impacting OCB, which means that the greater employee's additional position operation will bring a stronger implementation of career development. The employee engagement variable has also proven to be able to influence OCB, which means that the greater employee engagement, the greater additional role of Generation Z employees in Islamic banking. Research limitations/implications: Limitations in this study include the nature of open-ended questions which are less understood by respondents, so that many respondents responded with inappropriate answers and some others were not filled in causing the lack of information obtained about the actual situation in current Islamic banking. With this limitation, it is hoped that further scientific research will be considered and made to obtain better research results. Practical implications: The organization would concentrate more on progress in the career development system, taking into account, among other considerations, other variables. Organizations could try to shape their identities as responsible corporate or global citizens by taking a leadership position in sustainable business practices and demonstrating to millennials that OCB is an important way to meet their service needs. The millennial workers would welcome these events, which would encourage them to take on additional duties by assisting other colleagues. Such efforts will be necessary in the twenty-first century to build an effective workforce. Originality/value: It has been shown that employee engagement as an intervening variable can mediate the impact on organizational citizenship behavior between organizational support and career growth, although calculations show that the direct effect of independent variables (organizational support and career development) on OCB is greater than that through employee engagement variable (indirect influence).

DETERMINANTS OF ORGANIZATIONAL COMMITMENT AND ITS IMPLICATION ON TURNOVER INTENTION AT THE FOODHALL IN DKI JAKARTA PROVINCE

The purpose of this study was to determine the effect of organizational culture, career development, compensation and organizational commitment partially or simultaneously on employee turnover intention. The population in this study amounted to 1,982 employees at twenty-five outlets of The Foodhall in DKI Jakarta Province, with a total sample of 355 respondents. The research method used in this research is descriptive and explanatory survey methods. The sampling method is probability sampling with proportional random sampling technique, and the data analysis method used is SEM (Structural Equation Modeling) with data analysis tools Lisrel 8.80. Based on the research results obtained the following findings: organizational culture, career development, and compensation partially and simultaneously have a significant effect on organizational commitment with a contribution of 58%. Partially career development which is reflected in career doubt has a positive and dominant effect on organizational commitment. Organizational culture, career development, compensation and organizational commitment either partially or simultaneously have a significant effect on employee turnover intention with a contribution of 81%. Partially, organizational commitment has the most dominant influence on employee turnover intentions. The results also show that organizational commitment is a fully mediating variable on the influence of organizational culture, career development, and compensation on employee turnover intention. The managerial implication of this research is that the turnover intention of The Foodhall's employees in Jakarta, which is reflected in the dimension of stopping work, will decrease if The Foodhall in Jakarta is able to increase organizational commitment which is reflected in sustainable commitment, while organizational commitment will increase if The Foodhalls in Jakarta can improve career development. employees who are reflected in career doubts which are supported by an increase in organizational culture which is reflected in the dimensions of results orientation and also supported by an increase in compensation given to employees which is reflected in the high level of indirect compensation.

Exploring the reciprocal correspondence among workplace relationships, career goal instrumentality, career satisfaction, and organisational commitment

Individuals’ satisfaction with their career development remains an important research theme. Little is known about the extent to which individuals’ cognitive evaluations of organisational context conditions are simultaneously influenced by their affective responses to, and mindsets about such conditions. The study explored the reciprocal correspondence among workers’ (1) cognitive evaluations of organisational career development support conditions (i.e., functions of workplace relationships and organisational career goal instrumentality) and (2) their affective responses (i.e., career satisfaction) and mindsets (i.e., affective, continuance, and normative commitment) that are embedded in experiencing such conditions. Drawing from the recent living systems theory of vocational behaviour and development, these constructs represent simultaneously occurring evaluative thought processes, mindsets, and affective responses that pertain to experiencing context conditions as either supporting or thwarting individuals’ career development. A sample of ( N = 606) professional people (mean age = 37 years; SD = 11.08) employed in cross-boundary service industry settings across the globe participated in the study. The multivariate statistical procedure canonical correlation analysis was performed. Three core synthetic common psychological themes emerged from studying the corresponding associations among the two variable sets. Overall, the feelings of career satisfaction and mindsets of affective/normative commitment were positively intertwined with context-condition evaluations of the organisation being instrumental to career goal achievement and coworkers providing active support in career advancement and personal growth. The study findings contribute new insights to contemporary career development theory.