Psychological Career Resources and Work Engagement of Early Career Consulting Staff

Venter, Jenny; Coetzee, Melinde; Basson, Johan Schutte

doi:10.1080/14330237.2013.10820648

Cited by 8 publications

(6 citation statements)

References 31 publications

(37 reference statements)

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“…Career resources are an individual's work experience outcomes (Gunz & Peiperl, 2007) and ability to cope with changing work environments (Venter, Coetzee, & Basson, 2013). Seniority (Hobfoll, 2011), psychological career resources (Venter et al, 2013), career progression and planning (Goel et al, 2013), career adaptability (Tladinyane & Van der Merwe, 2016), and career identity (N. Kim & Kang, 2016) were identified as career resources. Venter et al (2013) argued that psychological career resources predict work engagement, and Tladinyane and Van der Merwe (2016) argued that career adaptability is associated with work engagement.…”

Section: Personal Resourcesmentioning

confidence: 99%

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What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement

Lee

Rocco

Shuck

2019

Human Resource Development Review

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Research detailing employee engagement has reliably stated that resources are significant to fostering engagement. Notwithstanding, no previous work has attempted to make meaning of those resources through a review of the existing literature. To better understand how the engagement literature positions and defines resources, we reviewed the resources term across 137 articles. The results of our structured literature review revealed that 216 distinct resources were mentioned across literature streams, and five distinct categories from macro to micro levels could be identified. The categories include (a) organizational resources, (b) social resources, (c) job resources, (d) home resources, and (e) personal resources. In addition to detailing our method and each category of resources, we explore implications for human resource development theory and practice.

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Section: Personal Resourcesmentioning

confidence: 99%

“…Kim & Kang, 2016) were identified as career resources. Venter et al (2013) argued that psychological career resources predict work engagement, and Tladinyane and Van der Merwe (2016) argued that career adaptability is associated with work engagement.…”

Section: Identifying Resources: Findingsmentioning

confidence: 99%

What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement

Lee

Rocco

Shuck

2019

Human Resource Development Review

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“…Fiksenbaum (2014) examined the accessibility of work-family programmes for studying the cultural characteristics as the predictors of WFC and the effect of WFC on individuals’ well-being (engagement) and identified that the WFC contributed negatively towards the engagement level of the employees. Venter, Coetzee, and Basson (2013) demonstrated the correlation of employees’ psychological career resources with engagement among career consulting staff and found that the behavioural adaptability positively predicted engagement, while career purpose and career venturing negatively predicted vigour and dedication, respectively. Another study by Sia et al (2015) identified the significant negative relationship of perceived gender discrimination with emotional engagement (dedication) and cognitive engagement (absorption), but no significant relationship was established with physical engagement (vigour).…”

Section: Review Of Literature and Hypotheses Formulationmentioning

confidence: 99%

Glass Ceiling for Women and Work Engagement: The Moderating Effect of Marital Status

Sharma¹,

Kaur

2019

FIIB Business Review

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Women face several obstacles and barriers in order to attain high managerial positions as compared to men. They struggle to get fair representation in corporate boards and higher management levels. This is known as ‘glass ceiling’. The present study aims to explore the level of glass ceiling for women (GCW) in terms of its three major barriers, that is, personal barriers, organizational barriers and societal barriers among women managers working in the Indian service sector and identify the impact of GCW on their work engagement level as well as the moderating effect of marital status (single or married) on the relationship of GCW and work engagement. A total of 553 women managers working in the three major industries of the service sector, that is, banking, hospitality and information technology (IT), operating in the state of northern India (Punjab) were selected by using multistage sampling technique. The hypotheses were tested through one-sample t-test and moderated hierarchical regression analysis using ‘Statistical Package for Social Sciences’. It was apparent from the findings of the study that the women managers face glass ceiling in terms of organizational and societal barriers at an above-average level. The study also revealed that the organizational and societal barriers had a major impact of 39 per cent on work engagement. Additionally, marital status of the women managers acted as a moderator between the organizational and societal barriers of GCW and their work engagement level. On the basis of the results, the study provides recommendations to raze the GCW in terms of organizational barriers and societal barriers and to increase the work engagement level among the women managers.

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“…As predictors of engagement, the following variables were noted: career consequences (Fiksenbaum, 2014), career competency (Akkermans et al, 2013), career values (Sortheix, Dietrich, Chow, & Salmela-Aro, 2013), perceived career support (Poon, 2013), psychological career resources (Venter, Coetzee, & Basson, 2013), career adaptability and career management self-efficacy as job and personal resources (Cotter & Fouad, 2012), the presence of a calling (Hirschi, 2012), career adaptability (Rossier, Zecca, Stauffer, Maggiori, & Dauwalder, 2012), career-development opportunities (Simon, 2012), career development (James et al, 2011), and career indecision (Konstam & Lehmann, 2010).…”

Section: Findings On Work Engagement and Careermentioning

confidence: 99%

“…According to the researchers, emerging adults who are career-indecisive are significantly less likely to report engagement. Venter et al (2013), however, have explored whether employees’ psychological career resources significantly predict their levels of work engagement. They have found that behavioral adaptability positively predicts vigor, dedication, and absorption.…”

Section: Findings On Work Engagement and Careermentioning

confidence: 99%

Work Engagement and Career

Lee

Kwon

Kim

et al. 2016

Human Resource Development Review

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Work engagement is currently one of the most studied topics in organizational science. Moreover, from the various performance-based perspectives of human resource development (HRD), work engagement is closely tied to employees’ career. However, although research on work engagement and career has been conducted, more research is necessary to understand these concepts and investigate their relationship given their positive influences on organizations. More specifically, a comprehensive understanding of the relationship between work engagement and career that draws on the extant literature is both relevant to and beneficial for HRD professionals seeking to design and implement career-related strategies to enhance individual employees’ levels of work engagement. Thus, this study aims to examine the relationship between work engagement and career, ultimately synthesizing current studies into an integrated framework that describes the work engagement–career relationship and suggests future research agendas.

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Psychological Career Resources and Work Engagement of Early Career Consulting Staff

Cited by 8 publications

References 31 publications

What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement

What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement

Glass Ceiling for Women and Work Engagement: The Moderating Effect of Marital Status

Work Engagement and Career

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