Organizational career management practices and objective career success: A systematic review and framework

2019 ◽  
Vol 29 (3) ◽  
pp. 353-370 ◽  
Author(s):  
Silvia Bagdadli ◽  
Martina Gianecchini
Keyword(s):  
Systematic Review ◽  
Career Success ◽  
Management Practices ◽  
Career Management ◽  
Organizational Career Management

De professionele loopbaan in goede banen: het samenspel van loopbaanzelfsturing en het loopbaanbeleid binnen de organisatie

2007 ◽  
Vol 20 (1) ◽  
Author(s):  
Ans de Vos ◽  
Koen Dewettinck ◽  
Dirk Buyens
Keyword(s):  
Career Success ◽  
Management Practices ◽  
Self Management ◽  
Career Management ◽  
Management Support ◽  
Employee Outcomes ◽  
Career Support ◽  
Organizational Career Management ◽  
The Impact ◽  
The Relationship

Managing careers: the interplay of career self-management and organizational career support Managing careers: the interplay of career self-management and organizational career support A. de Vos, K. Dewettinck & D. Buyens, Gedrag & Organisatie, volume 20, maart 2007, nr. 1, pp. 21-40 This paper explores the relationship between organizational career management and career self-management and addresses the impact on employee outcomes. Within six large organizations, a sample of 491 employees reported on their career self-management initiatives, on their expectations towards organizational career management support and on their commitment and career success. This was complemented by information from their supervisors on informal and formal career management practices offered to employees to support their career development. Results show that individuals who take more initiatives to manage their own career also expect more career support from their employer. Career self-management and organizational career management are positively related to organizational commitment and number of promotions, while career self-management also relates to subjective feelings of career success. The interaction between career self-management and organizational career management in explaining employee outcomes is discussed.

Organizational career management and turnover intentions: mediating role of trust in management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jyothilakshmy Haridas ◽  
Rameshwar Shivadas Ture ◽  
Ajith Kumar Nayanpally
Keyword(s):  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Management Practices ◽  
Turnover Intentions ◽  
Management Practice ◽  
Career Management ◽  
Content Type ◽  
Trust In Management ◽  
Organizational Career Management

Purpose The contemporary career development models argued more for self-management of careers, yet few researchers emphasized importance of organizational career management. The purpose of this paper is to check association between perceived organizational career management practices, trust in management and turnover intentions. Design/methodology/approach In this study, authors proposed a model based on social exchange theory. Data for this study were collected from 405 IT professionals employed in India. The proposed model was tested using structural equation modelling. Findings Results showed significant direct and indirect negative effect of perceived informal organizational career management on turnover intention. In case of perceived formal organizational career management only indirect effect was significant. Trust in management mediated relationship between both types of organizational career management and turnover intentions. Originality/value First, this study delineated effect of formal and informal perceived organizational career management practices on turnover intentions. Second, this study introduced trust in management as mediator to explain relationship between organizational career management practice and outcome.

Organizational career management practices, career satisfaction, and intention to quit among Indian employee: Examining the moderating effect of ‘four types of work experience’

2018 ◽  
Vol 27 (3) ◽  
pp. 150-159
Author(s):  
Sweta Singh
Keyword(s):  
Work Experience ◽  
Management Practices ◽  
Career Satisfaction ◽  
Interactive Effect ◽  
Intention To Quit ◽  
Career Management ◽  
Different Types ◽  
Organizational Career Management ◽  
Organizational Tenure ◽  
The Relationship

This study examined the interactive effect of organizational career management practices and different types of work experience on career satisfaction and intention to quit the organization in 386 Indian employees. The results showed that after controlling for the effect of the demographic variables and organizational career management practices, different types of work experience played unique roles in predicting career satisfaction and intention to quit the organization. It was found that that organizational career management practices correlated positively with career satisfaction and negatively with intention to quit the organization. The results further showed that organizational experience moderated the relationship between organizational career management practices and career satisfaction, and organizational tenure moderated the relationship between organizational career management practices and intention to quit. These findings carry implication for research and practice on career satisfaction and intention to quit the organization.

Organizational career management practices

2019 ◽  
Vol 41 (1) ◽  
pp. 84-100 ◽  
Author(s):  
Tomislav Hernaus ◽  
Dejana Pavlovic ◽  
Maja Klindzic
Keyword(s):  
Trade Union ◽  
Trade Unions ◽  
Organizational Context ◽  
Management Practices ◽  
Union Density ◽  
Career Management ◽  
Content Type ◽  
Organizational Career Management ◽  
Private Sector Organizations ◽  
Development Paths

Purpose Organizations profoundly create development paths of individual’s careers. Therefore, the purpose of this paper is to gain understanding about how organizational context (shaped by the complex relationship between trade union strength and HRM strength) influences the application of organizational career management (OCM) practices seen through the lens of the theory of cooperation and competition (Deutsch, 1949; Tjosvold, 1984). Design/methodology/approach Inferential statistical analyses (Kruskal–Wallis and Mann–Whitney tests) were applied to test the CRANET survey data collected from 92 large-sized private-sector organizations within an EU country characterized by a medium to high-trade union density. Findings Results offered consistent empirical evidence that a comprehensive set of OCM practices are applied differently across four distinctive modalities of the union-HRM relationship. Specifically, the “union-HRM synergy” relationship (high-HRM/high-unionization) has been recognized as the most promising for adopting such developmental practices, providing an evidence of complementarities between trade unions and HRM professionalism. Practical implications The research suggests that synergistic collaboration between trade unions and HRM might provide employees with even more career development opportunities than when organizations pursue the asynchronous single-sided “Total HRM strategy.” Originality/value This study rejuvenate a traditional career management research agenda by introducing a new theoretical lens for studying the interplay between trade unions and HRM and have put an emphasis on how their strength is related to the incidence of OCM practices.

Career Management in the Knowledge-Based Organizations

2017 ◽  
Vol 7 (2) ◽  
pp. 60-73 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategy ◽  
Career Management ◽  
Management Innovation ◽  
Knowledge Based ◽  
Career Opportunities ◽  
Strategic Goals ◽  
Organizational Career Management

This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.

Barriers in Case Managers’ Roles: A Qualitative Systematic Review

2017 ◽  
Vol 40 (10) ◽  
pp. 1522-1542 ◽  
Author(s):  
Jee Young Joo ◽  
Diane L. Huber
Keyword(s):  
Systematic Review ◽  
Health Care ◽  
Case Management ◽  
Health Care Providers ◽  
Management Practices ◽  
Case Managers ◽  
Qualitative Studies ◽  
Complex Case ◽  
Bibliographic Databases ◽  
Care Providers

The challenges faced by case managers when implementing case management have received little focus. Several qualitative studies have been published that may be able to shed light on those challenges. This study is a systematic review of qualitative literature to identify barriers case managers have when implementing case management. Five electronic bibliographic databases were systematically searched, and 10 qualitative studies were identified for inclusion in the review which were published from 2007 to 2016. Through thematic synthesis of findings, five themes were identified as barriers to case management implementation: unclear scope of practice, diverse and complex case management activities, insufficient training, poor collaboration with other health-care providers, and client relationship challenges. This review study suggested that standardized evidence-based practical protocols and certification programs may help overcome case managers’ barriers and improve case management practices. Health policymakers, case management associations, and health-care management researchers should develop educational and practical supports for case managers.

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