Organizational and career-oriented commitment and employee development behaviors

Abstract

Purpose – The purpose of this paper is to contrast the foundations of (affective) organizational and career-oriented commitment. Using social exchange theory as a background, organizational commitment is proposed as a mediator between perceived organizational support (POS) and competence development activities and feedback-seeking behavior. Career-oriented commitment, defined as a self-interested orientation toward one’s career, is proposed to mediate a positive relationship between proactive personality and competence development but a negative relationship between proactive personality and feedback-seeking. Design/methodology/approach – Data were collected from 126 employees using one-year time-lagged study in which POS and proactive personality were measured at Time 1, commitment variables at Time 2, and competence development and feedback-seeking at Time 3. Findings – Organizational commitment mediated a positive relationship between POS and competence development but not feedback-seeking. Career-oriented commitment mediated a negative relationship between proactive personality and feedback-seeking but did not mediate the relationship to competence development. Proactive personality exerted direct and positive effects on competence development and feedback-seeking, but had a negative effect on feedback-seeking through career-oriented commitment. Practical implications – An implication of these findings is that organizations need to reduce the detrimental effects that the proactivity trait exerts on feedback-seeking through career-oriented commitment. One way to do this is to increase the fit between organizational career opportunities and the career expectations of employees with high career-oriented commitment. Originality/value – This study indicates that social exchange and self-interest motives act as distinct drivers of organizational and career-oriented commitment, respectively, and that these motives have implications for how individuals learn and socialize in the workplace.

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

“…The results were surprising, since most studies and theoretical frameworks have reported a positive relationship. In one such study by Ok and Vandenberghe () argued that organizations that offer professional development opportunities to their employees help strengthen the bond between employee and employer, resulting in increased employee commitment. These results, nevertheless, point at some useful indicators for managers in the telecom sector of Pakistan.…”

“…Today, most of the organizations have announced provisions to offer employees with development opportunities (Ok & Vandenberghe, ). A study undertaken by Jehanzeb and Bashir (), reported reduced employee turnover, absenteeism and higher commitment in organizations investing in employee development programs, because they believe their organization is keen on their professional development and recognize their contribution to the organization.…”

“…EDP seems to enhance the positive results which are expected to rise up by involving in job training, reduced employee turnover and absenteeism, better employee commitment, the formation of sturdy internal structure of career development, and enhanced teamwork, trade relations and morale (Ok & Vandenberghe, ). With reference to constantly changing requirements of individuals and the organizations, self‐development is encouraged as a promising policy for developing employees (Ling et al ., ).…”

Determinants of Academic Mentoring in Higher Education: Evidence from a Research University

“…For example, Ok and Vandenberghe (2016) revealed a significant relationship between perceived organizational development and employee competency development. Similarly, Pennaforte (2016) explored the concept of institutional support on learning outcomes of students and subsequent behaviors and reported a positive relationship.…”

Benarkah Kompetensi Dan Budaya Organisasi Akan Meningkatkan Kinerja Karyawan?

“…Begitu juga hasil penelitian (Ok & Vandenberghe, 2016) yang menemukan bahwa komitmen organisasi dan komitmen karyawan akan karirnya, kemudian pelatihan dan motivasi kerja mempunyai impak yang kuat untuk meningkatkan kinerja karyawan.…”