scholarly journals Understanding and addressing unequal career opportunities in the ‘new career’ era: an analysis of the role of structural career boundaries and organizational career management

2019 ◽  
pp. 1-21
Author(s):  
Koen Van Laer ◽  
Marijke Verbruggen ◽  
Maddy Janssens
Keyword(s):  
Career Management ◽  
Career Opportunities ◽  
Organizational Career Management

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.

scholarly journals Application of Complexity Theory to Organizational Career Management System’s Development

2021 ◽  
Vol 85 (1) ◽  
pp. 47-64
Author(s):  
Violeta Rapuano ◽  
Andrius Valickas
Keyword(s):  
Competitive Advantage ◽  
Labour Market ◽  
Complexity Theory ◽  
Career Management ◽  
High Complexity ◽  
Management Processes ◽  
Theory Application ◽  
Organizational Career Management

Abstract The paper aims to highlight the relevance of complexity theory application to organizational career management processes and systems. This perspective enables to reveal and analyse the employees’ career management challenges faced by organizations in the context of high complexity. The study shows that organizations strive for a flexible and adaptable workforce while employees seek to increase their employability and competitiveness in organizations and in the labour market. Consequently, the role of current organizations in the context of complexity in employees’ career management is to help them to sustain and grow their career potential thereby strengthening their own competitive advantage.

scholarly journals The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

2017 ◽  
Vol 12 (11) ◽  
pp. 73
Author(s):  
Erkan Taskiran
Keyword(s):  
Organizational Identification ◽  
Banking Sector ◽  
Turnover Intentions ◽  
Intention To Leave ◽  
Career Management ◽  
Hierarchical Regression ◽  
Organizational Career Management ◽  
The Relationship ◽  
Moderating Role

The available literature suggests that perceived organizational career management is seen as an antecedent of intention to leave and organizational identification is considered to be superior in predicting employees’ turnover intentions. Thus, this study aims at investigating the effect of perceived organizational career management on intention to leave and to determine the moderating role of organizational identification in this relation. The data was collected from 256 employees from the banking sector in the city of Istanbul, Turkey. Hierarchical regression analysis was employed to the gathered data to test the hypotheses developed for the study. The results indicated that perceived organizational career management correlated negatively with intention to leave. It was also found out that organizational identification served as a moderator for the relationship between POCM and intention to leave. Thus, the results point out that the effect of employees’ perceived organizational career management on their intention to leave varies when they identify themselves with their organizations.

scholarly journals Determining the Moderating Role of Supervisory Support on the Relationship Between Organization Career Management and Employee Career Satisfaction: Evidence From Private Insurance Companies in Ghana

2020 ◽  
Vol 8 (12) ◽  
pp. 2069-2083
Author(s):  
Benard Korankye ◽  
Seidu Musah ◽  
Okafor Adakwelu Ifeamalume
Keyword(s):  
Multiple Regression ◽  
Career Satisfaction ◽  
Private Insurance ◽  
Insurance Companies ◽  
Career Management ◽  
Supervisory Support ◽  
Organizational Career Management ◽  
The Relationship ◽  
Moderating Role

The purpose of this study was to determine the moderating role of supervisory support on the relationship between organizational career management and career satisfaction of employees of selected five private insurance companies in Ghana. A survey method was used to collate information from 167 employees who work in the studied organizations through a simple random sampling approach. The descriptive, correlation, multiple regression, and the moderated multiple regression analysis were used to test the research hypothesis and their results showed three important findings: firstly, organizational career management positively and significantly correlates and had an impact on career satisfaction. Secondly, supervisory support positively and significantly correlates and had an impact on career satisfaction. Lastly, the moderating role of supervisory support was established to be positive and significant on the relationship between organizational career management and career satisfaction. The outcome contributes to the Job Demand Resource (JD-R) theory such that organizational career management and supervisory support could be employed as organizational resources to produce career satisfaction. The study suggests that more attention and commitment should be given to organizational career management and supervisory support by the management of the private insurance companies to promote the career satisfaction of their employees.

The mediating role of organizational embeddedness on the relationship between quality of work life and turnover

2017 ◽  
Vol 38 (5) ◽  
pp. 696-711 ◽  
Author(s):  
Decha Dechawatanapaisal
Keyword(s):  
Life Quality ◽  
Work Life ◽  
Quality Of Work Life ◽  
Content Type ◽  
Mediating Role ◽  
Career Opportunities ◽  
Organizational Embeddedness ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediating effect of organizational embeddedness in the relationship between quality of work life (QWL) and turnover under a foundation of conservation of resources theory. Design/methodology/approach Data were collected from 422 healthcare professionals through a questionnaire survey, and analyzed by means of a confirmatory factor analysis and structural equation modeling. Findings The results indicate that organizational embeddedness has a negative impact on employees’ intention to leave, and on actual turnover. For QWL perception, career opportunities, work life balance, and job characteristics are positive and significant predictors of organizational embeddedness. In addition, organizational embeddedness plays an intermediary role that mediates the relationship between the three components of QWL mentioned earlier and turnover intention, and also between the factor of career opportunities and actual turnover. Research limitations/implications The current research took place within two healthcare organizations. Replicating the study in a variety of business sectors or professions with a larger sample of subjects would be useful for the generalizability of the findings. Practical implications Organizations may improve their retention of employees by offering intrinsic resources that can be obtained from the social contexts of the individual through human resource management system, e.g., growth opportunities, a healthy and caring work life quality. Such motivational resources then develop a sense of obligation toward their places of employment, which influences their intention to stay or leave. Originality/value This study examines the mediating role of organizational embeddedness between employees’ perception of their work life quality and their desire and behavior to withdraw, which is an area of inquiry that has not been fully investigated in the literature.

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