Mediating Role of Career Development in the Relationship between Career Program and Personal Outcomes

Mediating Role of Career Development in the Relationship between Career Program and Personal Outcomes

“…In a strategic human capital development, career program is often viewed as an important development instrument where it does not only focus on employees' job, but the whole process, which includes attitude, behavior and the state of affairs related to the work life of employees (Greenhaus, Callanan & Godshalk, 2000;Ismail, Daud & Madrah, 2011;Puah & Ananthram, 2006). Under this perspective, an employer often designs and administers career programs to enable employees' to match their interests and capabilities with organizational opportunities and easily adapt with current and future organizational changes.…”

“…According to a human resource development perspective, career program has two influential features: career planning and career management (Conger, 2002;Ismail et al, 2011;Nachbagauer & Riedl, 2002). Firstly, career planning is often seen as a first step in career program whereby a management designs and improves continuously career planning using proper assessment tools (e.g., vocational counseling, workbooks and/or career resource center) to identify career options and preferences, set up development objectives and establish action plans to help employees match their interests and capabilities with organizational opportunities (Appelbaum & Shapiro, 2002;Ismail et al, 2011;Mondy, Noe & Premeaux, 2002;Puah & Ananthram, 2006).…”

“…According to a human resource development perspective, career program has two influential features: career planning and career management (Conger, 2002;Ismail et al, 2011;Nachbagauer & Riedl, 2002). Firstly, career planning is often seen as a first step in career program whereby a management designs and improves continuously career planning using proper assessment tools (e.g., vocational counseling, workbooks and/or career resource center) to identify career options and preferences, set up development objectives and establish action plans to help employees match their interests and capabilities with organizational opportunities (Appelbaum & Shapiro, 2002;Ismail et al, 2011;Mondy, Noe & Premeaux, 2002;Puah & Ananthram, 2006). Secondly, career management is often viewed as a continuous activity whereby management monitors the progression of individual employees in order to easily adapt with organizational changes (e.g., turbulent working environment, job stability and security, flexible work practice and multi skilling) and thus help them advance in the career ladder in organizations (Andekola, 2011;Greenhaus, et al, 2000;Ismail et al, 2011;Martin et al, 2001).…”

“…Recent studies in careers highlight that the ability of management to properly plan and manage the progression of employee careers may have a positive impact on career development (Notzer, Ribak, Abramovitz, Ben-Yair, & Yaakobson, 2004;Ferreira, Santos, Fonseca, & Haase, 2007;Hirschi, 2009;Janeiro, 2010). In the context of social contract, many scholars like Greenhaus, Callanan and Godshalk (2000), Herr (2001), Mondy, Noe and Premeaux (2002), Chen, Chang and Yeh (2004), Puah and Ananthram (2006), and Ismail, Daud and Madrah (2011) broadly define career development as employees continuously require the necessarily skills and experience needed (total group of psychological, sociological, educational, physical, economic and chance factors) to improve job performance, add value for current and future job, meet feelings of fulfillment, improve life span well-being, and enable individuals to meet organizational needs and expectations. Surprisingly, a thorough investigation in this field reveals that relationship between career program and career development may lead to increased positive personal outcomes, especially job satisfaction (Chen et al, 2004;Puah & Ananthram, 2006) and career commitment (Andekola, 2011;Chen et al, 2004;Puah & Ananthram, 2006).…”