Does supporting employees' career adaptability lead to commitment, turnover, or both?

Ito, Jack K.; Brotheridge, Céleste M.

doi:10.1002/hrm.20037

Cited by 176 publications

(189 citation statements)

References 67 publications

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“…The changes in the external environment of organizations not only affected the nature of the labour force, but they also place important changes for human management practices, that will need to overcome its bureaucratic past and adopt new roles for assisting employees in career management and development. Organizational career management is a complex issue, and a common concern in the organizational career management literature is whether providing career management interventions for employees determines them to be more committed to the organization, or whether in contrast, it equips them to leave (Ito and Brotheridge, 2005;Sturges, Conway, and Liefooghe, 2005;Sturges, Guest, Conway, and Davey, 2002). Sturges et al (2005) have argued that if organizations facilitate career self-management, the outcomes tend to be more commitment and less turnover.…”

Section: Discussionmentioning

confidence: 99%

Organizational commitment within a contemporary career context

Enache

Sallán

Simó

et al. 2013

International Journal of Manpower

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Purpose: This paper analyzes the relation between the underlying dimensions of protean (self direction and values driven) and boundaryless (boundaryless mindset and organizational mobility preference) career attitudes (Briscoe et al., 2006) and organizational commitment, within today's unstable and uncertain business scenario.Design/methodology/approach: Data was collected from 167 professionals attending graduate and post-graduate distance learning courses. The hypotheses were tested using hierarchical regression analysis. Findings:Research results suggest that protean career attitudes contribute significantly to individuals' emotional attachment to their employing organization. Furthermore, organizational mobility preference was found to be significant in predicting both affective and continuance commitment.Research limitations: First, cross-sectional correlational designs impede conclusive inferences regarding causal relationships among the variables. Second, the use of a sample of professionals attending distance learning business courses could limit the generalizability of the study findings, because the majority of the respondents were homogenous in terms of age and educational background. Practical implications:Fostering individuals' self-direction results in enhanced affective commitment to their employing organizations. Workshops oriented at clarifying and communicating organizational values, philosophy and principles can be all beneficial for strengthening employees' commitment to the organization. Originality/value: This is the first paper to test the relationship between boundaryless and protean career attitudes and organizational commitment on a European sample.

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Section: Discussionmentioning

confidence: 99%

Organizational commitment within a contemporary career context

Enache

Sallán

Simó

et al. 2013

International Journal of Manpower

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“…This would lead to satisfaction and commitment to the organisation (in line with social exchange theory). Lto and Brotherridge (2005) examined the impact of supervisor support for development, career adaptability, affective commitment and turnover intentions and found the conflicting relations between enhancing employees' employability and attitudes with regards to turnover. Supervisor support for development was negatively related to intention to leave.…”

Section: Voluntary Turnover Intentionmentioning

confidence: 99%

Human Resource Development Climate as a Predictor of Citizenship Behaviour and Voluntary Turnover Intentions in the Banking Sector

agbarevo¹

2011

IBR

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This study aims to examine the relationships among human resource development climate (HRDC), organisational citizenship behaviour (OCB) and voluntary turnover intentions (VTI) in the banking sector. Questionnaires were distributed to working adults in Nigerian commercial banks to guage the employees' individual perception, and thus data obtained was treated as an individual data source. About 600 questionnaires were distributed and a total of 303 were receieved representing a response rate of 50.5%. Of these, 233 were usable for data analysis as others were incomplete. The results indicate that the HRDC has a significant relationship with OCB and VTI. However, OCB shows no significant relationship with VTI. The study findings and their implications for organisations in general and Nigerian banks in particular are discussed.

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“…Rynes et al (2004) found that pay affects employee effort. Ito and Brotheridgde (2005) found that supervisory career support leads to reduced turnover intention. Prendergast (1999) gives an overview of many types of remunerations and their effects on employees' behaviours.…”

Section: Introductionmentioning

confidence: 99%