Career Satisfaction: A Look behind the Races

Abstract

Previous studies have largely focused on the career success of white employees (Heslin, 2005). Using recent survey data, this paper examines the career satisfaction levels of white/Caucasian and visible minority managerial, professional and executive employees in the information and communications technology [ICT] and financial services sectors in corporate Canada. Given that the demographic makeup of organizations in Canada is drastically changing with the aging population and the increasing participation of visible minorities in the labour force, it is crucial for managers and organizations to understand their employees’ level of career satisfaction. Studies have found that employees who are more satisfied with their careers are more engaged and thus are more likely to actively contribute to the organization’s success (Peluchette, 1993; Harter, Schmidt and Hayes, 2002). Findings from this paper showed that the average career satisfaction scores were lower for visible minority employees than for white/Caucasian employees. In addition, variations were found between white/Caucasian employees and Chinese, South Asian and Black visible minority employees. While Black employees were 13.0% less satisfied than white/Caucasian employees, Chinese employees were only 8.3% less satisfied than their white/Caucasian counterparts, and the difference between South Asian and white/Caucasian employees was found to be insignificant. Decomposition analyses show that over 58% to 82% of the difference in career of satisfaction scores, depending on the ethnic group, can be accounted for by factors included in this paper. Of the unexplained portion, most of the differences in career satisfaction between white/Caucasian and minority groups are attributable to higher returns to white/Caucasian employees’ human capital and demographic characteristics.

Job and career satisfaction in an austerity environment: the role of job security and passion towards work

“…The level of education and tenure were found to be significantly positively related to employees' career satisfaction, which contrasts with previous research findings (Seibert and Kraimer, 2001;Yap et al, 2010). Level of education and tenure were not related to job satisfaction in the present research.…”

Perceived Gender Discrimination and Women’s Subjective Career Success: The Moderating Role of Career Anchors

“…Indeed, research has shown that it has consequences on several beneficial organizational outcomes such as job performance, employee commitment, occupational retention as well as organizational retention (e.g., Igbaria, 1991;Pachulicz, Schmitt and Kuljanin, 2008;Yap et al, 2010). Interestingly, in the context of an aging workforce, subjective career success has also been shown to influence older workers' intention to remain with their organization (Armstrong-Stassen and Ursel, 2009).…”

Intercultural Leadership: Variations in Chinese Canadian Perspectives of Career Mobility into Senior Leadership Roles

“…Furthermore, Pendakur and Pendakur (2007) found that men and women of Chinese backgrounds face a larger negative wage gap in higher level positions than in lower positions, yet perceive the lowest level of discrimination among visible minorities (Banerjee, 2011;Yap & Everett, 2011). Overall, Chinese Canadians employees are 8.2% less satisfied with their careers than white/Caucasian employees in large firms (Yap et al, 2010).…”

“…The objective of this study was to bring forth Chinese Canadian perspectives of their career mobility into senior leadership roles and to examine the thematic variations in their conceptions within the group of everyday practices that might perpetuate inclusion or exclusion. In Canada, Chinese Canadians represent a significant and important talent base for organizations (Yap et al, 2010;Zong & Perry, 2011), and while they represent just one bicultural group within the organizational setting, other bicultural groups likely experience culturally distinct dynamics. The aforementioned studies reinforce that employees want to be more fully understood for their specific ethnic identities whereas, many Canadianbased studies tend to focus on broad-based studies that look at visible minorities (Catalyst Canada & Diversity Institute, 2007;Conference Board of Canada, 2005) or perhaps an Asian demographic.…”

“…In overall visible minority leadership representation and earnings, Chinese Canadians lag, despite having a large and well educated employee base (Catalyst Canada & Diversity Institute, 2007;Chin, 2010;Yap, Cukier, Holmes, & Hannan, 2010;Zong, 2007). Chinese and Koreans were the most educated but least represented in management roles, compared to 12 other ethnic groups in the Catalyst study noted above (see Appendix A.3).…”