The effect of protean careers on talent retention: examining the relationship between protean career orientation, organizational commitment, job satisfaction and intention to quit for talented workers

Abstract

To study the effect of protean careers on talent retention, operationalized as the intention to quit, this study explores two pathways between protean career orientation and intention to quit: a direct pathway, and an indirect pathway via organizational commitment and job satisfaction. The study draws upon a sample of 306 talented workers selected from 17 Spanish and Mexican multinational organizations. Protean orientation should be expected to be widespread among talented individuals which might represent a threat to those that seek to develop and retain highly valued employees. We found that highly protean talented individuals show higher organizational commitment and higher job satisfaction, but contrary to expectations do not show a higher intention to quit. The total effect of protean career orientation on intention to quit is shown to not be significant because the positive direct effects are neutralized by negative indirect effects. The results help complement current knowledge of protean careers and a better understanding of organizational attitudes in the protean career context will help practitioners to show the importance of avoiding stereotyping talented employees based on a protean orientation as they do not comprise an extra risk for the organization in terms of commitment and turnover intention.

Linking Protean and Boundaryless Career Attitudes to Subjective Career Success: A Serial Mediation Model

“…Furthermore, research has shown that people with PCA and BCA give greater focus to their career management and development which drives their vocational behavior (Lo Presti et al, 2018; Stauffer et al, 2019). More specifically, Redondo et al (2019) suggest that by taking ownership of their career choices, individuals operating with a PCA achieve positive psychological outcomes, including career and life satisfaction, and individual well-being. Similarly, Enache et al (2011) argued that individuals exercising a BCA would develop their “knowing-whom” competencies (Lo Presti et al, 2018), which would provide access other people, thereby enhancing their development and personal learning (Kim & Beehr, 2017; Lo Presti et al, 2018).…”

“…Extant research has shown that a protean career attitude (PCA) and a boundaryless career attitude (BCA) are positively related to work-related outcomes such as a passion for work, organizational commitment and job satisfaction (Gulyani & Bhatnagar, 2017;Redondo et al, 2019). However, less attention has been given to understanding the outcomes of PCA and BCA on career-related outcomes (Wiernik & Kostal, 2019).…”

A historical analysis of critiques in the talent management debate

“…However, in terms of evidence, the recent analysis of the elite-egalitarian dichotomy has actually helped the broader field move forward. We now know that being a part of a chosen elite (where membership is transparent and is known to the individual) has been found to impact how favourably such talent perceives the general HR practices to be (Marescaux et al, 2013), their pay levels (Dries and Pepermans, 2008); their (lower) intentions to quit (Dries et al, 2014;Khoreva et al, 2017;Redundo et al, 2019), and their levels of both affective commitment (Gelens et al, 2015), commitment to increased performance demands, and identification with their work units (Björkman et al, 2013).…”

Insight to Impact: The Effect of Protean Career Attitude on Employability Perceptions of IT Professionals

“…Among them, the protean career concept (Hall, 1996) has been characterised as having a career orientation driven by values as defined by an individual and career management approach that is directed according to those personal values. Several researchers have shed light on the importance of the protean career concept, and its role as a driver of career success (De Vos & Soens, 2008;Gubler et al, 2014;Hall, 1996) and new insights are coming up in recent literature (Cortellazzo et al, 2020;Rodrigues et al, 2019;Sultana & Malik, 2019;Redondo et al, 2019 ). A growing interest in this area stems from the fact that a protean mind set is essential in shaping perceptions and building confidence of employees when the job market is highly dynamic and unpredictable.…”