Cross-Cultural Validation of the Career Growth Scale for Korean Employees

Abstract

The purpose of this study is to examine the factorial validity of the Career Growth Scale (CGS), which was originally developed by Weng and Hu. Using a sample of 230 South Korean employees, we confirmed that Weng’s four-factor model was appropriate for assessing career growth. When comparing Korean with Chinese employees, Korean employees had relatively higher scores on two CGS subscales, Career Goal Progress and Promotion Speed. Results indicated that the CGS was a valid instrument to measure career growth in Korean employees, suggesting the possibility that the CGS could be used regardless of cultural background. Implications for future research, practice, and limitations are discussed.

Individuals’ Career Growth Within and Across Organizations: A Review and Agenda for Future Research

“…In addition to the individual context and organizational context, the broader work context should also be considered in studies on career growth. Since proposing the concept of organizational career growth, scholars have examined the factorial validity of the Career Growth Scale, providing additional support that it as a valid assessment of organizational career growth in different cultures (Kim et al, 2016; Spagnoli & Weng, 2017). Based on that, a growing number of studies have explored the relationships between career growth and various factors in different countries such as China (Chen et al, 2015; Weng et al, 2010; Yang et al, 2015), Korea (Kim et al, 2016), the United States (Nouri & Parker, 2013), Turkey (Karavardar, 2014), and Nigeria (Ohunakin et al, 2018; Opayemi & Balogun, 2011).…”

Explaining the Impact of Perceived Career Growth and Organisational Justice on Intention to Stay

“…The focus of researchers and management professionals is shifting away from employee turnover, and has already made progress in discovering useful retention methods (Ghosh et al 2013). However, the number of studies on intention to stay is rather limited compared to investigations on intention to leave (Kim et al 2016). Most researchers concerned with the retention of professionals and other workers tend to concentrate on aspects of the job or organization that make them decide to leave; whereas, surprisingly less focus seems to have been accorded to organizational and job components that make employees stay (George 2015).…”

Developing Trainers for a Changing Business Environment: The Role of Informal Learning in Career Development

“…Given the purposive sampling characteristics of this study, before generalizing from the results of this study, further investigation in various contexts and occupations is necessary for identifying the dynamic characteristics of organizational career growth. We know little about how macro-level national/organizational culture or industry characteristics are related to organizational career growth (Kim et al, 2016). South Korea has a relatively low unemployment rate in the labor market, and the concept of lifelong employment has persisted in some large manufacturing industries and companies (Bosch & Charest, 2008; Organization for Economic Cooperation and Development, 2015).…”