A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work

This paper reports the findings of a two‐wave longitudinal study investigating relationships between organizational and individual career management activities and organizational commitment in the early years of graduate careers. Several hypotheses are tested and receive mixed support. High organizational commitment predicts the practice of career management activities by graduates to further their career within the organization while low commitment is closely associated with behaviour aimed at furthering the career outside the organization. Graduates who manage their own careers also receive more career management help from their employer. This suggests that there may be the potential for employers to create a ‘virtuous circle’ of career management in which individual and organizational activities complement each other. Copyright © 2002 John Wiley & Sons, Ltd.     

Organizational career development is not dead: a case study on managing the new career during organizational change

New forms of careers have received increased attention in contemporary organizational research. A prominent focus in this research has been whether and how, in an increasingly unpredictable career environment, individuals are taking responsibility for their own career development. The implication is that career is becoming less central to organizational management practices. At the same time there is evidence that organizational changes typically described in this literature (such as delayering the organization in a quest for flexibility) have had a negative impact on career progress, resulting in resistance to change. The implication here is that career concerns are more central to organizational management practices. This in‐depth qualitative case study examines whether individuals do in fact take more responsibility for their career development during times of organizational change. We also examine whether this does indeed mean that the organization takes less responsibility for career management. Our data indicate that individuals are, in fact, taking more responsibility for their own careers. At the same time we found that the organization in our case study also became more actively involved in career development and management. However, this active approach did not resemble traditional top‐down career management and development. To us, the pattern of organizational and individual career development actions appear to constitute a kind of ‘organizational dance,’ a highly interactive mutual influence process, in which both parties are at once the agent and the target of career influence. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2007 John Wiley & Sons, Ltd.     

Managing the career deal: the psychological contract as a framework for understanding career management,organizational commitment and work behavior

This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.     

Development and validation of an objective intra‐organizational career success measure for managers

This study aimed to develop and validate a new objective measure of intra‐organizational career success, that is the Managerial Career Success Measure (MCSM). Although there has been a recent emphasis in the careers literature on the subjective career, there is still a need for a valid operationalization of ‘traditional’, objective career success as this construct is still considered relevant by many occupational and national groups; furthermore, many studies continue to use objective career success as a (dependent) variable. With regard to content validity, it appears that the measure that was developed incorporates some elements of the commonly used measures of objective career success (i.e. managerial level, number of promotions, salary and salary progression) while steering clear of some of the issues with each of them separately. Concurrent and discriminant validity were explored by analysing data from three empirical studies that were carried out in a large heterogeneous managerial population (N = 1101). Results indicate that the MCSM displays higher levels of content and construct validity than do other, commonly used measures of objective career success. Copyright © 2008 John Wiley & Sons, Ltd.     

Constellations and careers: toward understanding the effects of multiple developmental relationships

This paper examines the effects of individuals' primary and multiple developmental relationships in a longitudinal study of the careers of lawyers. By juxtaposing the effects of the primary developmental relationship with those of individuals' sets or ‘constellations’ of developmental relationships, the present study lends insight into if and when these two perspectives on mentoring yield different results regarding the effects of mentoring on protégé career outcomes. The findings from the present study show that while the quality of one's primary developer affects short‐term career outcomes such as work satisfaction and intentions to remain with one's firm, it is the composition and quality of an individual's entire constellation of developmental relationships that account for long‐run protégé career outcomes such as organizational retention and promotion. Further, results from the present study provide evidence that the constellation perspective explains greater variance with respect to protégé career outcomes than does the primary or more traditional perspective on mentoring. Implications for research on mentoring, developmental relationships, and careers are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

Relationships between psychological contract breach and employee well‐being and career‐related behavior: The role of occupational future time perspective

Relationships between psychological contract breach and employee well‐being and career‐related behavior cannot sufficiently be explained by social exchange and reciprocity theories, yet the alternative mechanisms underlying these associations are currently not well understood. Based on the psychological contract perspective on careers, the goal of this study was to examine indirect effects of psychological contract breach on emotional engagement, emotional exhaustion, and career‐related behavior through two dimensions of occupational future time perspective (i.e., focus on opportunities and focus on limitations). Data came from 405 employees in Australia, who responded to three surveys across 12 months. Results showed that psychological contract breach had indirect effects on emotional engagement and exhaustion through focus on opportunities and focus on limitations, respectively, and on career‐related behavior through focus on opportunities. Another mechanism, psychological contract violation, was only related to employees' organizational deviance. These findings highlight the important role of occupational future time perspective dimensions as employees' evaluations of future career‐related opportunities and limitations. These evaluations may change in response to psychological contract breach and, in turn, might impact on employee well‐being and career‐related behavior.     

The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment

We present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high‐quality LMX relationships with their subordinates (first link), who interpret high‐quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.     

Perceived organizational support and affective commitment: the mediating role of organization‐based self‐esteem in the context of job insecurity

Research on the relationship between perceived organizational support (POS) and affective organizational commitment (AC) has primarily adopted a social exchange perspective. In this study we considered complementary socio‐emotional explanations of the POS–AC relationship. We focused on the mediating role of organization‐based self‐esteem (OBSE) and tested competing models of the POS–OBSE‐AC relationship separately on data from two Korean banks that experienced different levels of downsizing following the 1997 Korean financial crisis. We further extended the analysis by examining the extent to which the relationship between POS and OBSE and AC, respectively, was affected by employees' perceived sense of job insecurity in the two banks. The results showed that OBSE was a significant mediator of the POS–AC relationship in both organizations. POS, however, also retained a strong independent direct effect on commitment. Moreover, as expected, perceived job insecurity tended to attenuate the POS–OBSE relationship, but augmented the direct relationship between perceived organizational support and affective commitment. Copyright © 2006 John Wiley & Sons, Ltd.     

The boundaryless career: A competency-based perspective

This paper proposes a competency-based view of careers, derived from competency-based models of employer firms. The implications for boundaryless careers are explored by reference to changing organizational, occupational and industry community contexts. All of these contexts are seen as likely to promote boundaryless career behaviors. Future research possibilities for each of three career competencies, and for interdependence among the competencies, are briefly examined.     

Stayers versus movers: Social capital and early career imprinting among young professionals

We investigate what interfirm career mobility patterns would emerge if individuals are motivated by the job rewards they obtain as a function of their experience in organizations. We articulate two career strategies that individuals employ to navigate their early careers—commitment to a single employer and “job hopping” between different employers. Each strategy generates social capital (an individual's structure of social relations) but of a different kind. Embeddedness in the same organization over time develops a strong local identity and reputation within the firm. Boundary spanning through experience in different organizations creates opportunities for connecting people and ideas and for knowledge transfer between firms. We posit and present evidence that the choice between these two strategies is conditioned by social experience at the onset of one's career—the length of tenure with the first employer—which sorts individuals into “stayers” and “movers.”     

“If you treat me right,I reciprocate”: examining the role of exchange in organizational survey response

Survey nonresponse can pose a major threat to the generalizability of organizational survey findings. This paper examines whether organizational members' evaluations of their organizational experiences affect survey response to organizationally sponsored surveys. In particular, we hypothesized that perceived organizational support, social exchange, procedural justice and an individual's inclination to feel exploited in social relationships predicted organizational members' compliance with organizations' requests for survey completion. A longitudinal field experiment conducted in collaboration with the Office of Institutional Research at a large university (sample: n = 622 university students) supported the hypotheses. Organizational members who consciously decided to not participate in organizational surveys perceived their organization as less procedurally just and less supportive. They also reported negative perceptions of their social exchange relationship with their organization, and were more inclined to feel exploited in relationships. Hence, an exchange‐oriented theoretical framework grounded in organizational citizenship behavior theory seems appropriate for the study of survey nonresponse. Implications for survey practice include that survey‐based findings are unlikely to generalize to specific groups of nonrespondents, and that techniques commonly used to increase response rates may not be effective in reaching these groups of nonrespondents. Copyright © 2006 John Wiley & Sons, Ltd.     

Understanding organizational embeddedness and career success: Who and what you know

Integrating job embeddedness theory with the sponsored and contest mobility perspectives, we developed and tested a model linking organizational embeddedness with two indicators of career success within the organization (promotion and career satisfaction), via the mediating roles of employees' organizational sponsorship network and job-related human capital development. Data from 188 employees and their supervisors over a 1-year period showed that, after controlling for employees' initial levels of career satisfaction and job performance, only job-related human capital development transmitted the positive effects of organizational embeddedness on promotion and career satisfaction. Supplemental analyses revealed that organizational sponsorship network's positive effects on promotion and career satisfaction were transmitted indirectly, via job-related human capital development. Our findings illustrate the importance of integrating sponsored and contest mobility perspectives and contribute to research on organizational embeddedness by extending its outcomes to include career success within the organization and specifying the process through which organizational embeddedness is related to career success within the organization.     

With a little help from my colleagues: A social embeddedness approach to perceived organizational support

We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees (n = 72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top‐down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace. Copyright © 2011 John Wiley & Sons, Ltd.     

Relationship between protean career orientation and work–life balance: A resource perspective

Despite the commonly held belief that a protean career orientation (PCO) enables employees to achieve more balance in their lives, little is known about the relationship between PCO and work–life balance. Using two waves of data collection separated by 2.5 years, this study examined the relationship between PCO and work–life balance among a sample of 367 college‐educated employees in the United States. Analysis was conducted to empirically distinguish PCO from conceptually related constructs, and structural equation modeling was used to examine the process that explains the linkage between PCO and balance. We found that PCO was positively related to work–life balance. We also found support for the role of several resources (social capital, psychological capital, and perceived employability) that explain the relationship between PCO and balance. In particular, PCO was associated with extensive career planning activities that were related to the accumulation of three forms of career capital—human capital, social capital, and psychological capital. In turn, social capital and psychological capital were associated with high employability, which was related to greater work–life balance for individuals who take a whole‐life perspective on their careers. We discuss the theoretical and practical implications of the findings and provide suggestions for future research. Copyright © 2015 John Wiley & Sons, Ltd.     

The impact of career customization on work outcomes: Boundary conditions of manager support and employee age

The current paper investigated the longitudinal effects of mass career customization (MCC) on job attitudes and objective career outcomes of employees in a professional service firm in the Netherlands. On the basis of theory on individualization of career trajectories, it was expected that the possibility for employees to customize their careers would be positively related to their job attitudes and subsequent objective career success, as indicated by their levels of affective commitment, work engagement, and received salary and bonuses. However, these effects were expected to occur primarily under the combination of high manager support for implementation of career customization and, on the basis of lifespan theory, older workers, as customization fulfills their increased heterogeneous career preferences. A three‐wave longitudinal study largely showed support for the study hypotheses; the relation between MCC use and work engagement and subsequent career success was stronger for older workers who received support for MCC, whereas the relation between MCC use and commitment was negative for older workers who received low support. The study shows the benefits of career customization in organizations by showing the conditions under which these benefits will manifest. Copyright © 2015 John Wiley & Sons, Ltd.     

Age grading: The implicit organizational timetable

The age distribution within an organization forms an implicit career timetable, and there is evidence that people use their perceptions of this timetable to determine whether their careers are on or off schedule. Questionnaire data were collected from managers (N = 488, 47 per cent) within a large electric utility. The results indicate that managers who see themselves as ‘behind time’ in their careers have more negative attitudes towards work than other managers, even when their perceptions of being ‘behind time’ are inaccurate. However, although these managers continue to have the most negative attitudes, differences between the on and off schedule managers are smaller when their position on the actual career timetable is controlled. Thus, work attitudes are influenced by both individual and demographic factors. Finally, the longer managers remain in the same job, the more likely they are to define themselves as ‘behind time’. This supports other research suggesting that lateral moves within organizations may be an important device for managing the normal -limitations of upward movement in managerial careers.     

Boundaryless careers,social capital,and knowledge management: Implications for organizational performance

The purpose of this paper is to critically assess the utilization of boundaryless careers in organizations through the lens of how they impact the formation and deployment of organizational social capital. We build a model of the positive and negative effects of boundaryless careers on social capital formation by proposing a more nuanced picture of boundaryless careers. We divide boundaryless careers into four types: internal psychological, internal enacted, external psychological and external enacted. Our model delineates the conditions under which different types of boundaryless careers affect the formation and deployment of organizational structural, relational and cognitive social capital and offer propositions based on our analysis. In addition we examine type of knowledge (exploratory or exploitative) pursued by the firm as a key moderator for the relationships we propose. Copyright © 2008 John Wiley & Sons, Ltd.     

Changing careers: the effects of social context

This paper investigates the social context in which career decisions are made. Results show that beyond individual‐level factors such as demographics and work history, individuals' decisions to change careers are socially embedded. Findings suggest that the greater the diversity of an individual's network of advisors, the greater the likelihood that an individual will change careers. In addition, this paper explores the mechanisms through which different subsets of advice relationships — instrumental versus psychosocial — affect the decision to change careers. Results show that the greater the diversity of an individual's set of instrumental relations, the greater the number of offers he or she receives during the job search process and, further, that the number of offers received is positively related to the likelihood of changing careers. The diversity of an individual's set of psychosocial relations was related to his or her confidence to overcome career obstacles. However, confidence was not, in turn, related to career change, counter to expectations. Copyright © 2001 John Wiley & Sons, Ltd.     

Culture as an environmental context for careers

Cultural factors influence career patterns in a variety of ways. Societal, occupational, and organizational cultures influence the structure of the external career, prestige associated with given careers, the legitimacy of certain motives underlying careers, success criteria, the clarity of the career concept itself, and the importance attached to career versus family and self development. How career occupants view their careers and the degree of variation in such views within given societies, occupations, and organizations is also culturally patterned. Both managers and career researchers must become more familiar with these cultural influences.