The Role of Career Growth in Chinese New Employee’s Turnover Process

Chen, Jianqiao; Hou, Zhi‐Jin; Li, Xu; Lovelace, Kathi J.; Liu, Yiling; Wang, Zhili

doi:10.1177/0894845315571412

Cited by 35 publications

(42 citation statements)

References 39 publications

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“…In Nawaz and Pangil (2016), it was assumed that speed in employees' promotion have the potential to reduce employees' turnover intention, improve their commitment to the organisation and increase their sense of belongingness. Conversely, Karavarda (2014) and Chen et al (2016) found insignificant impact of career goal progress on employees' turnover intention in their different studies. Based on the aforementioned, the following hypotheses were formulated:…”

Section: Career Growth Opportunities and Turnover Intentionmentioning

confidence: 95%

“…In the same vein, Chen et al (2016) stated that availability of professional ability development for an employee in any organisation, has the potential to increase employee's satisfaction, and further improve the exchange relationship between the organisation and the employees. Hence, there will be little or no intention to leave such organisation.…”

Section: Career Growth Opportunities and Turnover Intentionmentioning

confidence: 99%

See 1 more Smart Citation

Perception of Frontline Employees Towards Career Growth Opportunities: Implications on Turnover Intention

Ohunakin

Adeniji

Oludayo

et al. 2018

Business: Theory and Practice

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Retaining talented employees has become a major challenge confronting the management in hospitality industry. Researchers from different climes have advocated for adequate retention strategies such as career growth opportunities, for overcoming the alarming rate of employees’ turnover in hotel organisations. However, there is paucity of empirical study on career growth opportunities and employees’ turnover intention. To fill this gap, quantitative data were gathered with 327 copies of questionnaire, administered to the frontline employees working in twenty-two 5-star hotels in Nigeria. Structural equation modelling (SEM) was used to test the hypotheses, with descriptive statistics, path analysis, maximum likelihood estimates and goodness of fit indices. The results revealed that all the parameters for career growth opportunities used in this study, inversely interact with turnover intention among the respondents. The findings indicate that organisations should pay adequate attention to career goal progress, professional ability development, promotion speed and remuneration growth of their talented employees. It implies that, these factors are pivotal for saving the cost of hiring new entrants, reduce the rate of turnover intention/actual turnover, and retain experienced high performers in hotel industry. This research established the effects of career growth opportunities on turnover intention in Nigerian context.

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Section: Career Growth Opportunities and Turnover Intentionmentioning

confidence: 95%

Section: Career Growth Opportunities and Turnover Intentionmentioning

confidence: 99%

Perception of Frontline Employees Towards Career Growth Opportunities: Implications on Turnover Intention

Ohunakin

Adeniji

Oludayo

et al. 2018

Business: Theory and Practice

View full text Add to dashboard Cite

show abstract

“…Given a lack of insights into employee career sustainability and employment instability in current economic conditions, we try to explore manufacturing workers' career sustainability from the perspectives of career growth and employability. To the best of our knowledge, the extant literature on CSRe explored its effects on organizational commitment [53,54], job satisfaction [55], etc., while research on career growth and employability focused on their relationships with organizational commitment [56] Sustainability 2019, 11, 4778 6 of 17 and turnover intention [57]. There is a dearth of empirical research examining the relationship between CSRe and career development sustainability.…”

Section: Conceptualizing Career Development Sustainabilitymentioning

confidence: 99%

Social Responsibility toward the Employees and Career Development Sustainability during Manufacturing Transformation in China

Zhu

Tsai

2019

Sustainability

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In an era of industrial transformation, manufacturing employees have faced significant threats (e.g., Artificial Intelligence technologies). Against such a backdrop, this study empirically examined the relationship between social responsibility toward the employees (CSRe) and career development sustainability, since non-contractual organizational supports are as important for employees' career development as those outlined within contracts. We examined relevant issues in the Chinese manufacturing industry by using decision tree analysis coupled with grey relation processing. CSRe was conceptualized by four dimensions: working benefit, working environment, working hours, and training, while career development sustainability was captured from the perspectives of career growth and employability. The results indicated that four factors of social responsibility toward employees were positively associated with career growth and employability under career development sustainability. In addition, the strongest correlation was between training and career growth as well as employability. This study contributes by enriching the current research on corporate social responsibility from the standpoint of employees, and also generates implications for career development sustainability. Studying in a context of timely importance, this paper has practical implications for manufacturers to respond to the human resource dilemma under the impact of new technology, and thus could help employees embark on a long-term career path, which is conducive to socially sustainable development.

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“…In fact, many studies support that job satisfaction and organizational commitment predict intention to leave and intention to leave predicts actual turnover [38] . In addition few well reported predictors of intention to leave are impact of personality and type of job [39] , organizational justice , perceived career growth [40][41] , job characteristics [42][43], perceived organizational and supervisory support [44] , affective and normative commitment and goal clarity [45] , organizational climate, commitment and support [46]. However, this study will focus in detail the prediction of ITL through perceived organizational support and psychological contract fulfilment in the following sections.…”

Section: Intention To Leave (Itl) and Intention To Stay (Its)mentioning

confidence: 99%

Conceptualizing the impact of perceived organizational support and psychological contract fulfillment of employees paradoxical intentions of stay and leave

Akhtar¹,

Salleh²,

Ghafar³

et al. 2018

IJET

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The article presents a comprehensive and detailed conceptual framework on the effects of employees' perceived organizational support on their paradoxical intentions of leaving to and staying with the organization in Psychological Contract Perspective. This study anticipates proposing an applicable technique to examine empirically the interrelationships of employees' perceived organizational support, psychological contract fulfillment, intention to stay and intention to leave. This paper proposes theory-based path model, and possible interrelationships of related constructs such that the future analysis would be based on related statistical methods may include structural equation modeling approach. Although numerous researchers have studied the broad topics of perceived organizational support and employees' turnover intentions, none of those studies has explored the paradoxical and differential impact of perceived organizational support on the intentions of staying and leaving. The innovative propositions using psychological contract fulfillment lenses in the relationship of perceived organizational support with the intention to stay and intention to leave, as explained by psychological contract perspective of social exchange theory would be the originality of this paper and possible contribution to the body of knowledge.

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The Role of Career Growth in Chinese New Employee’s Turnover Process

Cited by 35 publications

References 39 publications

Perception of Frontline Employees Towards Career Growth Opportunities: Implications on Turnover Intention

Perception of Frontline Employees Towards Career Growth Opportunities: Implications on Turnover Intention

Social Responsibility toward the Employees and Career Development Sustainability during Manufacturing Transformation in China

Conceptualizing the impact of perceived organizational support and psychological contract fulfillment of employees paradoxical intentions of stay and leave

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