A lifespan perspective for understanding career self-management and satisfaction: The role of developmental human resource practices and organizational support

Jung, Yuhee; Takeuchi, Norihiko

doi:10.1177/0018726717715075

Cited by 98 publications

(111 citation statements)

References 107 publications

Supporting

Mentioning

107

Contrasting

Unclassified

Order By: Relevance

“…First, it is important for individuals themselves because it is associated with greater life satisfaction and psychological well‐being (Nicholson & DeWaal‐Andrews, ; Rain, Lane, & Steiner, ); and second, it is important for organizations because subjective career success can lead to lower turnover intentions and more support for organizational change (Nauta, Vianen, Van der Heijden, Dam, & Willemsen, ). Our findings present interesting implications for these two careers' stakeholders, who today are expected to share the responsibility for career success, having to make difficult decisions about how much to invest in supportive organizational practices (Human Resource Development, supervisor support) on the one hand and how much to encourage proactive career self‐management on the other (De Vos et al, ; Jung & Takeuchi, ).…”

Section: Discussionmentioning

confidence: 90%

Proactive career behaviors and subjective career success: The moderating role of national culture

et al. 2018

View full text Add to dashboard Cite

Although career proactivity has positive consequences for an individual's career success, studies mostly examine objective measures of success within single countries.This raises important questions about whether proactivity is equally beneficial for different aspects of subjective career success, and the extent to which these benefits extend across cultures. Drawing on Social Information Processing theory, we examined the relationship between proactive career behaviors and two aspects of subjective career success-financial success and work-life balance-and the moderating role of national culture. We tested our hypotheses using multilevel analyses on a largescale sample of 11,892 employees from 22 countries covering nine of GLOBE's 10 cultural clusters. Although we found that proactive career behaviors were positively related to subjective financial success, this relationship was not significant for worklife balance. Furthermore, career proactivity was relatively more important for subjective financial success in cultures with high in-group collectivism, high power distance, and low uncertainty avoidance. For work-life balance, career proactivity was relatively more important in cultures characterized by high in-group collectivism and humane orientation. Our findings underline the need to treat subjective career success as a multidimensional construct and highlight the complex role of national culture in shaping the outcomes of career proactivity. KEYWORDS career self-management, career success, national culture, proactive career behaviors * These 12 authors contributed equally to the article. † The quantitative part of this research endeavor has taken a number of years from conceptualization through to implementation. During this time, we have tried to ensure that we gained the maximum possible through this multiauthor approach while maintaining the integrity of our research. Many of the authors were involved in conceptualizing the research at face-to-face meetings held twice a year for this purpose during 2007-2014. All of the authors were involved in data collection in some capacity in their representative countries. All of the 12 main authors and many of the authors in the 5C collaborative were then involved in the subsequent initial analysis and interpretation of the data in similar biannual meetings held during 2014-2018. In between each of the whole-collaborative meetings, the 12 main authors took the group's inputs away to work on them in meetings held face-to-face, via email and Skype. The original text was drafted and revised among the 12 first-named authors before inviting critical input and revisions from the other 34 authors. The final text emerged from the input received from the collaborative, and all authors have signed off on the submission. This submitted version of the paper thus reflects the input and views of all 46 authors, and all are prepared to be accountable for its content. This process was repeated during the revision and resubmission stage. The large number of authors has facilitated ...

show abstract

Section: Discussionmentioning

confidence: 90%

Proactive career behaviors and subjective career success: The moderating role of national culture

et al. 2018

View full text Add to dashboard Cite

show abstract

“…The time must be no longer than 5 years. Regular and continuous evaluation of an employee in terms of meeting the goals set by plan is a part of the process [65,66].…”

Section: Introduction and Theoretical Backgroundmentioning

confidence: 99%

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

et al. 2019

View full text Add to dashboard Cite

The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

show abstract

“…Age management, as practiced in most organisations, focuses on all age categories and not isolating one specific age segment. A number of different studies found that targeting different age groups with different research concepts can impact on application of tools for support of employment development which are different in different age groups [56]. A study examining how career support tools are connected in relation to worker satisfaction levels showed that younger workers are more satisfied when the level of instruments is high, while in older age groups satisfaction is higher when support is lower [56].…”

Section: Selected Age Management Aspects Forming Competitive Advantagementioning

confidence: 99%

“…A number of different studies found that targeting different age groups with different research concepts can impact on application of tools for support of employment development which are different in different age groups [56]. A study examining how career support tools are connected in relation to worker satisfaction levels showed that younger workers are more satisfied when the level of instruments is high, while in older age groups satisfaction is higher when support is lower [56]. A separate study examining the relationship between flexible working time and performance concluded that formal measures allowing flexible work had a negative impact on performance but a positive effect on job satisfaction [57].…”

Section: Selected Age Management Aspects Forming Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

View full text Add to dashboard Cite

Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

show abstract

A lifespan perspective for understanding career self-management and satisfaction: The role of developmental human resource practices and organizational support

Cited by 98 publications

References 107 publications

Proactive career behaviors and subjective career success: The moderating role of national culture

Proactive career behaviors and subjective career success: The moderating role of national culture

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

Impact of Age Management on Sustainability in Czech Organisations

Contact Info

Product

Resources

About