How does perceived career support make employees bright-eyed and bushy-tailed? The mediating role of career self-efficacy

Naeem, Rana Muhammad; Channa, Khalil Ahmed; Hameed, Zahid; Akram, Muhammad; Sarki, Irshad Hussain

doi:10.1177/1038416218822122

Cited by 6 publications

(4 citation statements)

References 64 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…According to Rousseau and Tijoriwala (1998) the culture within an organisation sets the normal patterns of behaviour, which frames the psychological contract, adhering to these norms can become part of the performance commitment. It is beneficial for organisations to support employees and encourage work engagement which increases an employee’s confidence in their ability to perform (Naeem, Channa, Hameed, Akram, & Sarki, 2019).…”

Section: Findings and Discussionmentioning

confidence: 99%

Leadership style and psychological contract

Oorschot

Moscardo

Blackman

2021

Australian Journal of Career Development

View full text Add to dashboard Cite

This study explores the relationship between leadership style and psychological contract dimensions. The literature suggests that leaders in general and leadership style in particular can influence the psychological contracts of employees. Currently, there is no research as to how leaders perceive such contracts. This qualitative study presents the interview findings of twenty-three leaders working in public and private sector organisations. Differences were found between neutral and transformational leaders. Neutral leaders had a more transactional psychological contract, whereas the transformational leaders had a more relational psychological contract. This study adds to the literature as there is no current framework that considers the relationship between leadership styles with the psychological contract. Overall, the results indicate differences in psychological contract perceptions for different leadership styles.

show abstract

Section: Findings and Discussionmentioning

confidence: 99%

Leadership style and psychological contract

Oorschot

Moscardo

Blackman

2021

Australian Journal of Career Development

View full text Add to dashboard Cite

show abstract

“…This is due to the fact that employees who are highly engaged demonstrate a strong sense of passion towards their work (Janssens et al, 2019). Moreover, these individuals consistently exhibit a heightened degree of both intrinsic and extrinsic drive, resulting in favourable consequences such as organisational citizenship behaviours, satisfaction, innovation, and superior performance (Naeem et al, 2019). Meanwhile, disengaged employee tend to indicate low commitment that would result in significant loss to the organization in term of morale and productivity (Blizzard, 2002;Lee et al, 2020).…”

Section: Literature Review Work Engagementmentioning

confidence: 99%

The Antecedents of Work Engagement in Public Sector: Applying the Job demands-Resources Model

Othman,

Rafhati Romaiha,

Ezaili Alias

et al. 2023

IJARBSS

View full text Add to dashboard Cite

Work engagement has become a major concern for many organisations in recent years, as they have had to adapt to a constantly shifting work environment. Recognition of work engagement in the public sector is growing, mostly attributed to the presence of many challenges in government organisational systems. Disengaged staff in government organisations can hurt finances and service delivery. Due to growing interest in the job demands-resources model in the field of public administration, this research is conducted to investigate the relationship between proactive personality, growth mindset and transformational leadership towards work engagement among public sector employees who worked in a City Council office located in Malaysia. The present study employed a quantitative research design, utilizing a self-administered questionnaire as the primary data collection instrument. A collective sum of 252 participants provided responses to a series of electronic surveys. The acquired data was subsequently analysed using the Statistical Package for the Social Sciences (SPSS) Version 23. The Regression analysis revealed that there were positive significant relationships between proactive personality and transformational leadership with work engagement. While growth mindset revealed no significant relationship toward work engagement.

show abstract

“…Career counsellors thus have a critical role in supporting their clients to make informed decisions regarding their careers. This support can also encompass setting and monitoring goals to enhance self-efficacy, leading to increased motivation and career agency [45,71,72]. Through such an approach, career counsellors can act as a guide through the fog and lead an individual back to the sunshine of an intrinsically rewarding and sustainable career or into the sunset of retirement.…”

Section: Fogmentioning

confidence: 99%

The Conceptualisation of Weather as a Career Metaphor

Donald

2022

Sustainability

View full text Add to dashboard Cite

This paper aims to offer an accessible, flexible, and homogenised approach to career counselling and career development via the conceptualisation of a new metaphor in response to evolving careers and labour markets. The research question asks: How can Weather as a Career Metaphor (WCM) offer an accessible tool for career counsellors to use with their clients across their lifespans? The theoretical framework draws together sustainable career theory and conservation of resources theory, and is complemented by the author’s decade of experience providing mentoring and career coaching to individuals across the globe. The WCM is constructed of ten elements of weather that apply to different contexts and across the lifespan. These include sun, rain, drought, thunder and lightning, ice, fog, tailwind, headwind, tornado, and rainbow. The contribution comes from the conceptualisation of a new metaphor which is theoretically grounded whilst also ensuring practical relevance via accessibility and flexibility. The WCM offers a versatile tool as part of a more comprehensive toolkit for career counsellors to help their clients to understand potential challenges within contemporary labour markets. This facilitates individuals to take ownership of their careers, acquire personal resources, and take proactive steps to prepare themselves for sustainable careers across their lifespans.

show abstract

How does perceived career support make employees bright-eyed and bushy-tailed? The mediating role of career self-efficacy

Cited by 6 publications

References 64 publications

Leadership style and psychological contract

Leadership style and psychological contract

The Antecedents of Work Engagement in Public Sector: Applying the Job demands-Resources Model

The Conceptualisation of Weather as a Career Metaphor

Contact Info

Product

Resources

About