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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 Behavior5.00
· DOI :10.1002/job.164
Jane Sturges16
Estimated H-index: 16
(OU: Open University),
David Guest41
Estimated H-index: 41
('KCL': King's College London)
+ 1 AuthorsKate Mackenzie Davey11
Estimated H-index: 11
(Birkbeck, University of London)
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Abstract
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 (38)
  • Citations (228)
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References38
Newest
Published on Jun 1, 2003in Small Group Research1.22
Mahmut Bayazit8
Estimated H-index: 8
,
Elizabeth A. Mannix26
Estimated H-index: 26
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...
Published on Jul 26, 2001
Michael B. Arthur38
Estimated H-index: 38
,
Denise M. Rousseau67
Estimated H-index: 67
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...
Published on Jul 8, 1999
Lynda Gratton24
Estimated H-index: 24
,
Veronica Hope-Hailey12
Estimated H-index: 12
+ 1 AuthorsCatherine Truss26
Estimated H-index: 26
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
Published on May 6, 1999
Lynda Gratton24
Estimated H-index: 24
,
Veronica Hope Hailey1
Estimated H-index: 1
Published on Apr 1, 1999in Applied Psychology3.27
John Arnold28
Estimated H-index: 28
(Lboro: Loughborough University),
Kate Mackenzie Davey11
Estimated H-index: 11
(Birkbeck, University of London)
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...
Published on Dec 1, 1998in British Journal of Management2.75
Stephen J. Adamson3
Estimated H-index: 3
(Cranfield University),
Noeleen Doherty17
Estimated H-index: 17
(Cranfield University),
Claire Viney4
Estimated H-index: 4
(Cranfield University)
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...
Published on Dec 1, 1998in Personnel Psychology6.93
Ellen Ernst Kossek42
Estimated H-index: 42
(MSU: Michigan State University),
Karen Roberts12
Estimated H-index: 12
(MSU: Michigan State University)
+ 1 AuthorsBeverly J. DeMarr4
Estimated H-index: 4
(MSU: Michigan State University)
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 ...
Published on Dec 1, 1997in Journal of Vocational Behavior3.39
Stephen Jaros8
Estimated H-index: 8
(College of Business Administration)
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...
Published on Apr 1, 1997in Human Relations3.37
Valérie Fournier13
Estimated H-index: 13
(Keele University)
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...
Published on Jan 27, 1997
John P. Meyer48
Estimated H-index: 48
(UWO: University of Western Ontario),
Natalie J. Allen31
Estimated H-index: 31
John Meyer and Natalie Allen have produced a very well-written and interesting book on the topic of organizational commitment. They bring a conceptual framework to a research area that seems to have been largely atheoretical. Their own theoretically derived and systematic research program spans two decades of research. In this book, Meyer and Allen carefully and methodically introduce their three-component conceptualization of work commitment and review empirical work either emanating from or re...
Cited By228
Newest
Nele De Cuyper6
Estimated H-index: 6
,
Anahí Van Hootegem2
Estimated H-index: 2
+ 2 AuthorsH. de Witte34
Estimated H-index: 34
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...
Published on Jun 25, 2019in Journal of Career Assessment1.71
Hans-Georg Wolff11
Estimated H-index: 11
(University of Cologne),
Daniel Spurk7
Estimated H-index: 7
(University of Bern)
Lucia Barbosa de Oliveira3
Estimated H-index: 3
(Ibmec),
Flavia Cavazotte7
Estimated H-index: 7
,
Rodrigo Alan Dunzer1
Estimated H-index: 1
(Ibmec)
AbstractIn the organizational career management literature, scholars have focused on career management policies, with little attention given to practices that can vary within organizations. And despite its recognized importance, research on the role of leaders in the career management process is also scant. In this study, we investigate the effects of career management practices (OCPs) and leadership career support (LCS) on employee attitudes. Grounded on coping theory, we propose that career su...
Frank Nana Kweku Otoo1
Estimated H-index: 1
Purpose The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 550 employees of the selected banks. The validity of the model and hypotheses was tested using structural equation modeling. The...
Published on Apr 1, 2019
Anishya O. Madan (IITD: Indian Institute of Technology Delhi), Srishti Madan (DCE: Delhi Technological University)
Purpose On the basis of an exploratory research, the purpose of this paper is to identify the criteria used by new entrants to the workforce (specifically premium millennial talent) while making job choices. Design/methodology/approach Using signal theory, the study attempts to explore what drives prospective millennial candidates to apply to a particular job role by identifying the components that form the initial anticipatory psychological contract (iAPC) of millennial talent from a tier-1 tec...
Published on Mar 29, 2019in Leadership & Organization Development Journal1.46
Aamir Ali Chughtai10
Estimated H-index: 10
(Forman Christian College)
Purpose The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours, namely, career planning, skill development and networking behaviour in this relationship. Design/methodology/approach Data for this study were collected from 176 employees who were working in a large food and beverage company operating in Pakistan. Structural equation modelling and the bootstrapping procedure were us...
Daniel Spurk7
Estimated H-index: 7
(University of Bern),
Anita C. Keller7
Estimated H-index: 7
(UG: University of Groningen),
Andreas Hirschi24
Estimated H-index: 24
(University of Bern)
This study investigates the joint impact of trait competitiveness (i.e., the enjoyment of interpersonal competition and the desire to win and be better than others) and competitive psychological climate (i.e., the degree to which employees perceive organizational rewards as contingent upon comparisons of their performance against that of their peers) on objective and subjective career success. Based on tournament and person–environment fit theory, we assumed that the positive effects of trait co...
Published on Feb 27, 2019in Journal of Career Development1.43
Rita Chiesa6
Estimated H-index: 6
(UNIBO: University of Bologna),
Beatrice van der Heijden28
Estimated H-index: 28
+ 2 AuthorsDina Guglielmi9
Estimated H-index: 9
(UNIBO: University of Bologna)
The current study was aimed at assessing the extent that job-seeking networking may explain the positive association between career planning and self-perceived employability. In addition, the moderator role of political skill in strengthening the relationship between career planning and job-seeking behavior was explored. A sample of N = 2,561 students and graduates searching for jobs from one of the largest Italian universities filled out an online questionnaire. The hypotheses were tested using...
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