"Organizational Career Management, Leadership Support and Employee Attitudes: Evidence from Brazil"

2013 ◽  
Vol 2013 (1) ◽  
pp. 11920
Author(s):  
Lucia B. Oliveira ◽  
Flavia Cavazotte ◽  
Rodrigo A. Dunzer
Keyword(s):  
Employee Attitudes ◽  
Career Management ◽  
Leadership Support ◽  
Management Leadership ◽  
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.

Matching Individual Career Plans and Organizational Career Management

1987 ◽  
Vol 30 (4) ◽  
pp. 699-720
Author(s):  
Cherlyn Skromme Granrose ◽  
James D. Portwood
Keyword(s):  
Career Management ◽  
Career Plans ◽  
Organizational Career Management

Organisational careers versus boundaryless careers: Insights from the accounting profession

2006 ◽  
Vol 12 (3) ◽  
pp. 223-234 ◽  
Author(s):  
Theresa Smith ◽  
Alison Sheridan
Keyword(s):  
Career Development ◽  
Employee Attitudes ◽  
Occupational Group ◽  
Career Management ◽  
Accounting Profession ◽  
Boundaryless Career ◽  
Boundaryless Careers

ABSTRACTMuch of careers research in recent times has focused on the so called move away from traditional ‘organisational careers’ to what Arthur (1994) coined the ‘boundaryless career’. This paper discusses research that challenges the applicability of the boundaryless career and the claim that ‘organisational careers are dead’. Drawing on interviews with nearly 60 accountants in Australia, the research demonstrates that employees are pursuing an organisational career. For this occupational group, the lack of proactive HR involvement in career development and the emphasis on self-direction was not appreciated. Rather, the research highlighted that the lack of organisational career management had negative implications for employee attitudes and motivation. The issues raised by the participants suggest it is timely to consider whether the unique characteristics of the accounting profession represent an ideal environment for the maintenance of an ‘organisational career’.

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.

A lifespan perspective for understanding career self-management and satisfaction: The role of developmental human resource practices and organizational support

2017 ◽  
Vol 71 (1) ◽  
pp. 73-102 ◽  
Author(s):  
Yuhee Jung ◽  
Norihiko Takeuchi
Keyword(s):  
Human Resource ◽  
Organizational Support ◽  
Positive Relationship ◽  
Career Satisfaction ◽  
Self Management ◽  
Career Management ◽  
Middle Aged ◽  
Hr Practices ◽  
Organizational Career Management ◽  
Management Factors

The contemporary career literature or ‘new career’ theory emphasizes the importance of individual agentic career management processes in which individuals manage their careers to achieve career satisfaction by flexibly adjusting to the dynamic environment. There is limited research, however, on how individuals strategize their careers as they age, by utilizing or balancing organizational career management factors, including developmental human resource (HR) practices and organizational support. This study, therefore, documents how age, career self-management and organizational career management factors interactively influence career satisfaction, integrating conservation of resources (COR) and socioemotional selectivity (SES) theories. Using time-lagged data collected from 364 Japanese employees, the results supported the predicted three-way interaction effects. For young employees, the positive relationship between career self-management and satisfaction was stronger when developmental HR practices and organizational support were high, and thus a synergistic effect was salient. For middle-aged employees, the positive relationship was stronger when these factors were low, and thus a compensatory effect was manifested. Interestingly, middle-aged employees who perceived a lack of developmental practices or support showed marked improvements in career satisfaction by engaging in career self-management behaviors. We discuss the changing nature of career management strategies across an individual’s lifespan from both vocational and managerial viewpoints.

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