If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post-bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/ external orientation and control/flexibility. Focuses on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity. Suggests, however, that public sector organisations continue to emphasise the values of a bureaucratic or hierarchical organisational culture.The current issue and full text archive of this journal is available at
PurposeThe purpose of this study was to examine the relationship between organisational support for career development (OSCD) and employees' career satisfaction. Based on an extended model of social cognitive career theory (SCCT) and an integrative model of proactive behaviours, the study proposed that career management behaviours would mediate the relationship between OSCD and career satisfaction, and between proactive personality and career satisfaction.Design/methodology/approachPublic and private sector employees (N=90) participating in career development activities completed a survey regarding their proactivity, OSCD, career management behaviours and career satisfaction.FindingsOSCD, proactive personality and career management behaviours were all positively related to career satisfaction and career management behaviours mediated the relationship between proactive personality and career satisfaction. There was no support for the career management behaviours mediating between OSCD and career satisfaction.Research limitations/implicationsThis study provided support for the extended SCCT model by testing a subset of its proposed relationships using a cross‐sectional approach. The sample surveyed (employees participating in career development activities) and the large proportion of full‐time employees, may limit the generalisability of the findings. Future longitudinal research could more fully test the relationships proposed by the extended SCCT model and include a greater representation of part‐time and casual employees.Practical implicationsThe results suggest that there are benefits for organisations and individuals investing in career development.. First, from an organisational perspective, investing in OSCD may enhance employees' career satisfaction. Second, employees may enhance their own career satisfaction by participating in career management behaviours.Originality/valueThis study integrated the predictions of two models (an extension of SCCT and a model of proactive behaviours) to test the influence of environmental (OSCD) and individual difference (proactive personality) variables on career satisfaction. Exploring how organisational and individual variables together influence career satisfaction provides a more balanced approach to theoretical development.
PurposeOrganisational work‐life policies and programs allow employees to have greater control over how, when and where they work but these policies are often under‐utilised, particularly by men and career‐oriented employees. In what is largely an atheoretical area of literature, the paper aims to theoretically integrate the empirical literature related to the uptake of organisational work‐life policies.Design/methodology/approachThe paper links three related areas of literature: the associations between work‐life policies and individual/organisational outcomes; explanations for the low uptake of work‐life policies in many organisations; and preliminary studies which have explored organisational culture and its relationship to work‐life policies. These literatures are integrated to develop a five‐dimensional construct, “organisational work‐life culture”, for testing in future research.FindingsIt is suggested that the following five dimensions underlie this aspect of organisational life: lack of managerial support for work‐life balance; perceptions of negative career consequences; organisational time expectations; the gendered nature of policy utilisation; and perceptions of unfairness by employees with limited non‐work responsibilities.Practical implicationsThe development and validation of the organisational work‐life culture construct requires further research and may result in specific organisational strategies and policies which address the barriers to work‐life policy utilisation.Originality/valueBased on existing empirical evidence, the paper suggests an original theoretical proposition: that organisational work‐life culture is underpinned by five dimensions and explains much of the provision‐utilisation gap in work‐life policy.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.