Effect of Career Development Support on Work Engagement Using Workplace Social Capital and Organizational Commitment as Moderation and Mediation

Abstract

Career development prioritizes the establishment and improvement of individual skills and talents, as well as a sense of self-actualization for the exploration of present and future potential. Although this phenomenon is a method to promote work engagement, people still mostly approach companies that are unable and unwilling to provide them with the opportunity to grow and develop. This shows that the absence of career development support promotes employees’ disengagement, as well as affects their team and the entire company. Therefore, this study aimed to propose a social exchange theory in establishing the effects of career development support on work engagement, using organizational commitment and workplace social capital as mediation and moderation, respectively. It was conducted at the Bank Muamalat Indonesia in Jakarta, using Partial Least Square-Structural Equation Model. The results showed that career development support was able to increase work engagement and strengthen the relationship between employees and the company through organizational commitment. In this case, the higher tendency for employees to want, need, and feel obligated to stay in the company subsequently promoted vigour, dedication, and absorption, regarding increased work engagement characteristics. Organizational commitment was also able to partially mediate the relationship between career development support and work engagement. Meanwhile, workplace social capital was unable to increase work engagement, although strengthened its relationship with career development support.