Linking job security and career development in a new psychological contract

Purpose: The main purpose of this study was to examine the effects of employer promises of a psychological contract on employee performance at the Teachers Service Commission Materials and Methods: A case study research design was used in the study. The sample size was 341 respondents at the TSC who were arrived at using the Krejcie and Morgan Table of sample size determination. They were selected using a simple random sampling technique. Questionnaires were used for collecting the data. Quantitative and qualitative approaches were used in carrying out the analysis. The quantitative data comprised of descriptive and inferential analysis which were done with the help of the SPSS. The qualitative data was analyzed thematically and integrated within the quantitative data. Results: The following key findings were made: The coefficient of determination indicates that 82.0% variations on employee performance was explained by the four independent variables; promotion, training and career development, job equity, and job security. holding other factors constant, promotion (Beta=.175), training and career development (Beta=.372), job equity (Beta=.338) and job security (Beta=.208) are positively related to employee performance at the Teacher Service Commision. Additionally, the study concluded that there is a significant relationship between constructs of organizational promises of psychological contract (promotion, training and career development, job equity, job security) and employee performance (p=.00<0.05). Unique contribution to theory, practice and policy: It is recommended that the organization should take time to create opportunities for training and career development among its staff members. The organizational policies may also be reviewed to keenly address the issue of job equity. It should ensure that the aspects of fairness in terms of promotion, rewards/salaries and other practices are provided fairly and equally to all the staff members. With streamlined policies, the implementers should also be evaluated and examined to ensure that they followed the policies in ensuring that the organization operates in a fair environment.

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THE RELATIONSHIP BETWEEN CAREER DEVELOPMENT, COMPENSATION, JOB SECURITY, WORK ENVIRONMENT AND EMPLOYEE LOYALTY

e-Academia Journal ◽

10.24191/e-aj.v9i1.9525 ◽

2020 ◽

Vol 9 (1) ◽

Author(s):

Muhammad Faizal Samat ◽

Muhammad Najmuddin Hamid ◽

Muhammad Ameer Shafiq Awang@Ali ◽

Wan Muhammad Iqmal Fazri Wan Juahari ◽

Khairul Asraf Ghazali ◽

...

Keyword(s):

Career Development ◽

Work Environment ◽

Turnover Rate ◽

Sampling Technique ◽

Job Security ◽

Future Research ◽

Kuala Lumpur ◽

Employee Loyalty ◽

Convenience Sampling ◽

The Relationship

Malaysia has recorded the second highest involuntary turnover rate at 6% and third highest voluntary rate at 6.5% in South East Asia. Employee loyalty becomes critical towards employer. Thus, the purpose of this study was to examine the relationship between career development, compensation, job security, work environment and employee loyalty. In conducting this study, convenience sampling technique has been employed and respondents have been chosen in the area of Kuala Lumpur. Hypothesis were tested using regression analysis by using Smart-PLS. Based on the result, career development, compensation and job security were found to be significant with employee loyalty. However, work environment was found to be not significant with employee loyalty. It is suggested for future research to explore other variables in order to find the factors contributed in employee loyalty. Keywords: Career Development, Compensation, Job Security, Work Environment, Employee Loyalty

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Organizational context and employee reactions to psychological contract breach: A multilevel test of competing theories

Economic and Industrial Democracy ◽

10.1177/0143831x15579288 ◽

2015 ◽

Vol 38 (3) ◽

pp. 513-534 ◽

Cited By ~ 5

Author(s):

Lixin Jiang ◽

Tahira M Probst ◽

Wendi L Benson

Keyword(s):

Social Comparison ◽

Family Conflict ◽

Psychological Contract ◽

Organizational Context ◽

Job Security ◽

Psychological Contract Breach ◽

Conservation Of Resources ◽

Work Family Conflict ◽

Contract Breach ◽

Work Family

This study examines how organizational context affects employee reactions to perceived psychological contract breach. Using Conservation of Resources and Social Comparison theories, the authors develop competing hypotheses regarding the potential exacerbating vs. buffering effects of organizational context on the relationships between psychological contract breach and job security satisfaction, job satisfaction, work–family conflict, and burnout. They collected a multi-source, multilevel data set composed of faculty and departmental administrators at a university experiencing repeated budget reductions. It was found that psychological contract breach was related to detrimental job outcomes (i.e., decreased job security satisfaction and job satisfaction, increased work–family conflict, and burnout). However, this relationship was stronger among faculty in departments reporting low rather than high departmental budget cuts, thus supporting Social Comparison theory rather than Conservation of Resources theory. Social comparison matters when it comes to psychological contract breach.

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Impact of Effective Succession Planning Practices on Employee Retention: Exploring the Mediating Roles

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v10i2.16339 ◽

2020 ◽

Vol 10 (2) ◽

pp. 21

Author(s):

SYED NAJAM UL HASSAN ◽

DANISH AHMED SIDDIQUI

Keyword(s):

Career Development ◽

Organizational Effectiveness ◽

Succession Planning ◽

Employee Retention ◽

Supervisor Support ◽

Job Security ◽

Work Life ◽

Partial Least Square ◽

Working Environment ◽

Equation Modeling

Succession planning (SP) and employee retention (ER) are mutually reinforcing. Meaning ineffective succession planning leads to turnover, and that would, in turn, make the succession plan ineffective. Hence the big challenge is to find how SP affects ER. For this, we proposed a model explaining the mediation effect of various factors on SP-ER nexus. We hypothesize that proper Succession planning produces a positive effect on Performance Goal Orientation, Supervisor Support, Working Environment, Rewards, Work-life Policies, Career Development, and Job Security. And these factors, in turn, lead to employee retention. We further assumed that the ER would lead to Organizational Effectiveness. To establish its empirical validity, we conducted a survey using a close-ended questionnaire. Data was gathered from 300 respondents who are serving in the middle and lower level of management in the private organizations in Pakistan. Data analysis was done through the descriptive statistics, partial least square (PLS), and Structural Equation Modeling (SEM) with the help of SmartPLS3. The findings indicated that effective succession planning practices had a meaningful, favorable connection with employee retention and out of seven mediators, only three mediators i.e. job security, rewards, and supervisor support significantly mediated the association between effective succession planning practices and employee retention. Succession planning also seems to significantly affect the working environment, work-life policies, and career development. Results also exhibited that there’s an insignificant link between effective succession planning practices and organizational effectiveness and also there is no positive relationship between employee retention and organizational effectiveness.

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Career self-management perceptions reflected in the psychological contract of virtual employees: a qualitative and quantitative analysis

Career Development International ◽

10.1108/cdi-12-2020-0334 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Lee Gazit ◽

Nurit Zaidman ◽

Dina Van Dijk

Keyword(s):

Career Development ◽

Psychological Contract ◽

Critical Role ◽

Self Management ◽

Career Management ◽

High Tech ◽

Structured Interviews ◽

High Tech Industry ◽

Content Type ◽

Exercise Behaviors

PurposeThe question of responsibility for career development is critical for virtual employees who work remotely. The purpose of this paper is to (1) compare the perceptions of virtual and on-location employees in the high-tech industry about where responsibility lies for career management, as reflected in their psychological contract (PC) and (2) evaluate the ability of virtual employees to exercise behaviors capable of enhancing their career development.Design/methodology/approachA mixed-methods approach was used for this study. Study 1 consisted of semi-structured interviews (N = 40) with virtual and on-location employees working for the same high-tech organization, exploring perceptions responsibility for career self-management as captured by their PCs. Study 2, a quantitative survey of virtual and on-location employees (N = 146) working for various organizations in the high-tech sector, examined perceptions of career self-management through the perceived PC, as well as the perceived ability to exercise behaviors that would enhance career development.FindingsBoth categories of employees assumed that they, together with their direct manager, had responsibility for managing their career development. Nevertheless, virtual employees had lower expectations of support from their managers in this respect (Study 1) and felt that they actually received less support from their managers (Study 2). The results of both studies show, however, that virtuality does not have any significant effect on employees’ self-reported proactive career-influencing behaviors.Originality/valueThe study contributes to existing research by highlighting the perceived joint responsibility for career management and the critical role played by line management in this regard and by showing that virtuality does not have a significant effect on employees’ self-reported proactive career-influencing behaviors.

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Determining The Factors of Employee’s Commitment and Loyalty in A Malaysian Internet-based Company

Advances in Social Sciences Research Journal ◽

10.14738/assrj.86.10164 ◽

2021 ◽

Vol 8 (6) ◽

pp. 96-105

Author(s):

Muhamad Khalil Omar

Keyword(s):

Career Development ◽

Influencing Factor ◽

Job Security ◽

Management Style ◽

Working Environment ◽

Management Styles ◽

Development Management ◽

The Impact ◽

Looking Back

One of the main challenges faced by most organizations is to encourage their workers to dedicate themselves towards their organizations. Organizations realized that to reach its goals, it is very important for them to have a group of committed workforce who are highly efficent, motivated and loyal. With the current high competition between companies, employee’s loyalty is one of the factors that will determine the success of organizations as well as maintaining their competitiveness in the market through improved productivity. Thus, organizations are constantly finding ways in maintaining and retaining their employees, for example, by looking back at their compensation and benefits, management styles, working environment, job security, employee’s performance, employee’s satisfaction and career development. This study main objective was to investigate the impact of compensation and benefits, career development, management style and working environment towards employee’s commitment and loyalty in an organization. Using the data collected from 108 employees of an internet-based company in Malaysia and analyzed using SPSS Statistics, this study has established that all four factors have a critical impact on employee’s loyalty with the management style as the most influencing factor. It is hope that this study can provide a huge understanding on some of the factors that could influence employee’s loyalty in organizations and hence, preparing them to be a productive entity.

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Career Development, Job Security and Employee Loyalty at a Luxury Resort in Terengganu, Malaysia

International Journal of Academic Research in Business and Social Sciences ◽

10.6007/ijarbss/v7-i10/3422 ◽

2017 ◽

Vol 7 (10) ◽

Author(s):

Mohd Aliff Abdul Majid ◽

Azlina Samsudin ◽

Mohd Hazrin Iman Noorkhizan ◽

Siti Nor Ain Mohd Noor ◽

Nur Syazana Hanim Ahmad Zuffri

Keyword(s):

Career Development ◽

Job Security ◽

Employee Loyalty

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How coaching aligns the psychological contract between the young millennial professional and the organisation

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v17i0.1146 ◽

2019 ◽

Vol 17 ◽

Cited By ~ 1

Author(s):

Chantelle Solomon ◽

Salome Van Coller-Peter

Keyword(s):

Career Development ◽

Psychological Contract ◽

Affective Commitment ◽

Phenomenological Approach ◽

Structured Interviews ◽

Coaching Efficacy ◽

Business Context ◽

Work Related ◽

Managerial Implications ◽

Improved Performance

Orientation: Coaching has the potential to align the expectations between young millennial professionals and their organisations as coaching in a business context should result in mutually beneficial outcomes valued by both the coachee and the organisation.Research purpose: The research reported in this article explored how coaching contributes to the alignment of the psychological contract between an organisation and the young millennial professional.Motivation for the study: The work-related preferences and expectations of millennials can result in misalignment in the psychological contract between organisations and young millennial professionals, negatively affecting their level of engagement; performance and tenure. There is a paucity of research into building psychological contract mutuality and the coaching of millennials.Research approach/design and method: A phenomenological approach within a qualitative research design was followed. This included semi-structured interviews with seven young millennial professionals who had been coached and email interviews with five coaches who had coached young millennial professionals.Main findings: Coaching can enhance the psychological contract between young millennial professionals and their organisations, particularly with regard to career development. Alignment in expectations regarding career development may result in improved performance; enhanced affective commitment and lower turnover.Practical/managerial implications: Coaching is a viable strategy for organisations to engage and retain their young millennial professionals by cultivating psychological contract alignment in the employer-employee relationship.Contribution/value-add: This research supplements the limited body of knowledge on building psychological contract mutuality and coaching efficacy for young millennials.

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Organizational Career Development Theory: Weaving Individuals, Organizations, and Social Structures

The Oxford Handbook of Career Development ◽

10.1093/oxfordhb/9780190069704.013.11 ◽

2020 ◽

Author(s):

Kate Mackenzie Davey

Keyword(s):

Social Context ◽

Career Development ◽

Organizational Performance ◽

Psychological Contract ◽

Management Practices ◽

Individual Responsibility ◽

Development Theory ◽

Structural Factors ◽

Individual Choice ◽

Structure And Agency

Organizational career development theory highlights three different perspectives on career. First, and most commonly, organizations are seen as the context that constrains and enables individual careers. Second, careers may be valued as enhancing or limiting organizational performance and subject to talent management practices. Third, careers can be conceptualized as an ongoing process of interaction between individuals, organizations, and the broader social context. The move from a focus on organizational careers to self-driven, boundaryless careers in the 1990s overemphasized individual choice and individual responsibility. These ideas became normalized and prescriptive, leading to a divided workforce, with real choice available only to some categories of workers. The psychological contract between individual and organization was to a greater or lesser extent undermined. The responsibilities of the organization and the importance of contextual and structural factors had been relatively neglected. To move forward, a dualist opposition between structure and agency is best avoided. The future of organizational career development theory requires an understanding of individual agency, social context, and their interaction over time. The universality of concepts of career can be questioned. Abandoning attempts to find a single, dominating career theory allows us to recognize the richness of diverse perspectives.

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