Organizational handling of careers influences managers' organizational commitment

Abstract

Purpose -This study aims to investigate how the relationship between two aspects of career management -the practice of career development activities by the organization (organizational career development) and career development activities by the individual (career self-management), and affective and normative commitment levels, are influenced by the value that employees place on the career development offerings of their organizations. Design/methodology/approach -Empirical evidence was drawn from 196 manager members of the Australian Institute of Management. Hierarchical moderated regression analysis was used to test the hypothesized relationships of the model. Findings -Levels of affective and normative commitment improved when organizations provided continuous learning to managers. This was the case, for career management both by the individual, and by the organization. In particular, normative commitment was strongest for those who valued the continuous learning they received while managing their own careers. For the group of managers who experienced organizational career development the opposite was the case. Continuous learning provided by the organization improved their levels of affective commitment. Research limitations/implications -Organizations must understand the needs of their staff so that they can provide career management practices that are valued and can enhance their levels of affective and normative commitment. Originality/value -The paper highlights the importance of organizations paying attention to what individuals value so that they may fit with the organization and enhance their commitment to it. It also draws attention to career self-management as a positive organizational initiative.

Impact of locus of control, changes in work load and career prospects on organizational commitment of employees of life insurance companies during merger and acquisition

“…Vakola and Nikolaou (2005) appear to show that highly stressed employees demonstrate decreased organizational commitment. The relationships between career-related variables and organizational commitment are supported by results of past researches (Alvi and Ahmed, 1987;Liu and Wang, 2001;Long et al, 2002;Bambacas, 2010;Weng et al 2010). Employees have higher level of organizational commitment, when they perceive high probability of promotion and greater opportunity for learning and personal development.…”

A Review of Organizational and Individual Career Management: A Dual Perspective

“…The previous studies (e.g. Bambacas, 2010;Hsiao & Chen, 2012;Morrow, 2011;Shibin, 2006) maintain that OCM strengthens employees' organizational commitment.…”

“…Yap, Holmes, Hannan and Cukier (2010) contend that employees were more satisfied with their careers when they perceived effective diversity training. Furthermore, OCM practices can improve employees' organizational commitment levels (Bambacas, 2010). The previous studies (e.g.…”

Para além da escola e da empresa: contribuições para o atendimento em orientação de carreira

“…Em pesquisas diretamente ligadas à carreira ou que dela se avizinham, abordam assuntos distintos como as transferências internacionais (expatriação) de funcionários (Dickmann & Doherty, 2008), relacionamentos entre empresas inovadoras (Davis & Eisenhardt, 2011) e comparam resultados de contratação externa ou interna (Bidwell, 2011), mensuram o impacto da cultura nacional das empresas no investimento em treinamentos (Coget, 2011), discutem o grau de comprometimento de gestores quando sua carreira é gerida pela empresa (Bambacas, 2010), apontam o peso das promoções de empregados efetivos sobre a percepção de carreira de temporários (Bozionelos & Nikolaou, 2010) e discutem certos acordos realizados com executivos para que não migrem para a concorrência ao deixar as organizações (Lau, 2011). Existem aqueles que estudam a estrutura do callcenter (Bozionelos, 2008), debatem a importância das agências de emprego e relativizam a tradicional condenação a seu tipo de atuação no mercado de trabalho (Smith & Neuwirth, 2009), investigam os principais fatores que afetam a tomada de decisão sobre promoções (Lockamy III & Service, 2011), pesquisam a identificação e o desenvolvimento de pessoas consideradas de elevado potencial para as organizações (Dries, Vantilborgh, & Pepermans, 2012), entre outros (Kellett, Humphrey, & Sleeth, 2009), incluindo a referência ao setor estatal grego (Koskina, 2008) e a crítica foucaultiana à lógica organizacional (Kamoche, Pang, & Wong, 2011).…”

“…Outros fatores destacados nos mesmos moldes, todavia não preponderantes para esta pesquisa, foram as "metas" e os "referenciais 22 Todavia cabe ressaltar a dificuldade na demarcação de alguns deles por permearem áreas distintas com semelhante relevância ou extrapolar a classificação proposta, como os que comentam uma data comemorativa, o "dia do emprego" (Despress, 2008), as competências adquiridas num programa de Master in Business Administration (MBA) para a progressão na carreira e remuneração (Camuffo, Gerli, Borgo, & Somià, 2009), as motivações que levam imigrantes a buscar trabalho em Londres (Dickmann, 2012) e o nível de comprometimento gerado pela gestão da carreira organizacional comparado à autogestão da carreira (Bambacas, 2010). Os três primeiros não foram considerados e contabilizados na presente pesquisa.…”