A Longitudinal Study of the Relationship between Career Management and Organizational Commitment among Graduates in the First Ten Years at Work

Published on Sep 1, 2002in Journal of Organizational Behavior5
· DOI :10.1002/job.164
Jane Sturges17
Estimated H-index: 17
(OU: Open University),
David Guest45
Estimated H-index: 45
('KCL': King's College London)
+ 1 AuthorsKate Mackenzie Davey11
Estimated H-index: 11
(Birkbeck, University of London)
Summary 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.
  • References (40)
  • Citations (238)
📖 Papers frequently viewed together
316 Citations
1,214 Citations
288 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
#1Mahmut Bayazit (Cornell University)H-Index: 8
#2Elizabeth A. Mannix (SPbU: Saint Petersburg State University)H-Index: 27
The authors examined team demographic diversity, perceived team efficacy, intrateam conflict, and perceived team performance as predictors of members' intentions to remain in their team, a form of behavioral commitment. Eighty-three second-year MBA students randomly assigned to 28 three-person teams participated in a negotiation simulation. As hypothesized, results from HLM analysis showed team relationship conflict but not task conflict mediated the relationship of age and national diversity wi...
380 CitationsSource
#1Michael B. ArthurH-Index: 39
#2Denise M. RousseauH-Index: 68
Including contributions from leading scholars at Harvard Business School, Yale, and MIT's Sloan School of Management, this book explores the ways that careers have changed for workers as their firms reorganize to meet global competition. As firms re-engineer, downsize, enter into strategic alliances with other firms, and find other ways to reduce costs, they frequently lay off workers. Job security has been replaced by insecurity and workers have been forced to take charge of their own career de...
1,403 Citations
#1Lynda GrattonH-Index: 22
20 CitationsSource
#1John Arnold (Lboro: Loughborough University)H-Index: 28
#2Kate Mackenzie Davey (Birkbeck, University of London)H-Index: 11
L'implication et le maintien au travail des employes est apparu comme etant un sujet de tres grand interet en psychologie appliquee ainsi que dans la gestion des ressources humaines. De recherches importantes ont porte sur l'implication dans l'organisation (OC) et l'intention de quitter (IL), mais peu d'entre elles ont examine l'effet qu'exercait sur elles une grande variete d'experience au travail. On a fait l'hypothese que la nature du travail et le developpement de la carriere auraient l'infl...
64 CitationsSource
#1Lynda GrattonH-Index: 22
Last. Catherine TrussH-Index: 27
view all 4 authors...
1. Introduction 2. Soft and Hard Models of Human Resource Management 3. Performance Management in Fast-changing Environments 4. The Rhetoric and Reality of 'New Careers' 5. Managing Culture 6. Contextual Diversity for the role and Practice of HR 7. HRM policies and Management Practices 8. Transformation at the Leading Edge 9. People Processes as a Source of Competitive Advantage 10. The Emerging Themes
73 Citations
#1Stephen J. Adamson (Cranfield University)H-Index: 3
#2Noeleen Doherty (Cranfield University)H-Index: 17
Last. Claire Viney (Cranfield University)H-Index: 4
view all 3 authors...
In everyday conversation, the term ‘career’ is generally understood to refer to the sequence of work-related experiences one has over the course of one's working lifetime. For many people, a career is distinct from a job, since it also conjures up images of steady, even logical, progression up organizational hierarchies. It is not simply about what one does for a living, but about what one has done, does now and might do in the future; the notion of career therefore embraces the dimension of tim...
127 CitationsSource
#1Ellen Ernst Kossek (MSU: Michigan State University)H-Index: 44
#2Karen Roberts (MSU: Michigan State University)H-Index: 12
Last. Beverly DeMarr (MSU: Michigan State University)H-Index: 4
view all 4 authors...
A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self-management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes two main behaviors: developmental feedback seeking and job mobility preparedness. Although career self-management training is a commonly used employer intervention to re-socialize individuals to increase their own career management activity, it ...
170 CitationsSource
#1Stephen Jaros (College of Business Administration)H-Index: 9
Abstract Propositions about the relationship between Meyer and Allen's (1991) model of organizational commitment and turnover intentions were tested via field research. Specifically, we assessed concurrent and longitudinal effects of affective, continuance, and normative commitment on turnover intentions. We tested main and interaction effects and also assessed the effects of two continuance commitment sub-dimensions—CC-hisac and CC-loalt—on turnover intentions. Two studies were conducted to tes...
336 CitationsSource
The paper draws on the Chicago School's conceptualization of career and on Personal Construct Psychology to examine the relationships between graduates' construction systems and patterns of career development during the first 4 years of employment. It seeks to identify differences in trends of constructive revision between "successful" and "less successful" graduates. The study is based on 33 graduates who completed repertory grids on entering employment (T1), 6 months later (72), and 4 years la...
15 CitationsSource
#1John P. Meyer (UWO: University of Western Ontario)H-Index: 49
#2Natalie J. AllenH-Index: 31
Introduction The Meaning of Commitment The Consequences of Organizational Commitment The Development of Organizational Commitment Managing for Commitment Multiple Commitments in the Workplace A Look Back and a Look Ahead
3,052 Citations
Cited By238
#1Ricardo Rodrigues ('KCL': King's College London)H-Index: 6
#2Christina Butler (Kingston Business School)H-Index: 10
Last. David Guest ('KCL': King's College London)H-Index: 45
view all 3 authors...
AbstractThe paper explores the notion of the employability paradox which notes that while organizations investing in the career and competency development of their workforce can benefit from higher...
#1Claudia Holtschlag (PUCP: Pontifical Catholic University of Peru)H-Index: 1
#2Aline D. Masuda (EADA Business School)H-Index: 9
Last. Carlos Morales (PUCP: Pontifical Catholic University of Peru)H-Index: 1
view all 4 authors...
Abstract In this paper we report a time-lagged study over six months analyzing the indirect effect of protean career orientation on changes in turnover intentions via personal work goal progress in a sample of millennial employees. Consistent with protean career theory and social exchange theory, we found that protean career orientation indirectly leads to decreases in turnover intentions over time and this effect was moderated by organizational career management practices. This effect was obser...
1 CitationsSource
#1Sarah Turgut (Heidelberg University)H-Index: 3
#2Anna Elisabeth Neuhaus (Heidelberg University)
ABSTRACTThe perspective on career management has shifted from an organization’s responsibility to the individual ownership regarding one’s own career. Based on person-environment fit theory, the au...
#1John Arnold (Lboro: Loughborough University)H-Index: 28
#2Crispin Coombs (Lboro: Loughborough University)H-Index: 13
Last. Martin Gubler (ETH Zurich)H-Index: 3
view all 3 authors...
AbstractCareers research has moved beyond the notion of traditional careers in a stable, predictable work environment to a more individual perspective. However, individual agency in career management is still likely to involve interactions between organizations and individuals. This is particularly evident in organizational career management (OCM). Career anchor theory has shed light on the work preferences of professionals but little research has examined relationships between career anchors an...
#1Yehuda BaruchH-Index: 44
#2A. Uday BhaskarH-Index: 5
Last. Bijaya MishraH-Index: 4
view all 3 authors...
The purpose of this paper is to develop and test a career-orientation and employability-focused model in the Indian context in order to understand: factors influencing employability of graduates factors influencing expected salary gain.,The researchers adopted a quantitative method using a two-wave survey with a sample of MBA graduates from two prominent business schools in India. The total sample size for Wave I was 250, while for Wave II it was 161. The model was tested via hierarchical regres...
The past decade has witnessed a surge in research focused on universal career development needs. In contrast, the purpose of this paper is to offer a contingency perspective based on self-efficacy theory by examining the relationship between the employees’ perceived mode of employment and expectations of career development opportunities attached to the employer. The authors hypothesized that perceived mode of employment determines employees’ expectations about receiving career development opport...
#1Francisco Wilhelm (University of Bern)H-Index: 1
#2Andreas Hirschi (University of Bern)H-Index: 26
Career self-management (CSM) is an important factor for achieving career wellbeing and is becoming increasingly crucial in career environments characterized by higher volatility, uncertainty, complexity, and ambiguity. The objective of this chapter is to provide an overview of current research on CSM, and conceptually and empirically clarify its relation to career wellbeing. First, we define CSM and delineate its dimensionality. Second, we concisely summarize the empirical research on predictors...
1 CitationsSource
#1Pascale M. Le Blanc (TU/e: Eindhoven University of Technology)H-Index: 17
#2Maria C. W. Peeters (TU/e: Eindhoven University of Technology)H-Index: 28
Last. Llewellyn Ellardus Van Zyl (NWU: North-West University)H-Index: 9
view all 4 authors...
In view of the aging and dejuvenation of the working population and the expected shortages in employees’ skills in the future, it is of utmost importance to focus on older workers’ employability in order to prolong their working life until, or even beyond, their official retirement age. The primary aim of the current study was to examine the relationship between elderly workers’ employability (self-)perceptions and their intention to continue working until their official retirement age. In addit...
Felt job insecurity is commonly seen as a stressor that is tied to a specific segment of employees and which implies overall negative outcomes. We challenge this view based on the new career rhetoric that assumes that felt job insecurity is widespread, although not necessarily problematic; rather, on the contrary, that felt job insecurity may promote career growth and development. Accordingly, our first aim concerns the distribution of felt quantitative and qualitative job insecurity, and our se...
1 CitationsSource