Determining the Moderating Role of Supervisory Support on the Relationship Between Organization Career Management and Employee Career Satisfaction: Evidence From Private Insurance Companies in Ghana

Abstract

The purpose of this study was to determine the moderating role of supervisory support on the relationship between organizational career management and career satisfaction of employees of selected five private insurance companies in Ghana. A survey method was used to collate information from 167 employees who work in the studied organizations through a simple random sampling approach. The descriptive, correlation, multiple regression, and the moderated multiple regression analysis were used to test the research hypothesis and their results showed three important findings: firstly, organizational career management positively and significantly correlates and had an impact on career satisfaction. Secondly, supervisory support positively and significantly correlates and had an impact on career satisfaction. Lastly, the moderating role of supervisory support was established to be positive and significant on the relationship between organizational career management and career satisfaction. The outcome contributes to the Job Demand Resource (JD-R) theory such that organizational career management and supervisory support could be employed as organizational resources to produce career satisfaction. The study suggests that more attention and commitment should be given to organizational career management and supervisory support by the management of the private insurance companies to promote the career satisfaction of their employees.

The Effect of Organizational Career Planning on Career Satisfaction: A Study on Teachers Working in Kilis Province

“…The last hypothesis is "OCP has a significant effect on CS on teachers working in Kilis." This study reveals findings consistent with the results of Edinsel (2018), Salleh et al (2020), Korankye (2020), Aydın (2021) and Fide Keskin and Yıldız (2023).…”

Pengaruh Perceived Organizational Support terhadap Self Efficacy, Work Engagement dan Career Satisfaction pada Pegawai Rumah Sakit di Jakarta

“…Prasetya & Syah (2019) menyatakan fungsi dari kedudukan karyawan itu sangat penting sebagai motor penggerak keberhasilan perusahaan karena karyawan bertanggung jawab dan berkewajiban menyelenggarakan fungsi perusahaan dalam menghasilkan kinerja terbaik. Hal yang perlu diperhatikan tujuan untuk mencapai keberhasilan organisasi mungkin tidak akan terwujud, apabila pencapaian kesuksesan kepuasan karir karyawan yang menjadi juara pencapaian dalam diri mereka diabaikan dan sementara organisasi mengejar kesuksesannya sendiri (Korankye, 2020). Carreer satisfaction menjadi hal penting dalam mempengaruhi perilaku karyawan yang dapat membawa keuntungan organisasi.…”

“…Joo & Lee (2017) berpendapat ketika karyawan mengembangkan keyakinan positif tentang sejauh mana organisasi menghargai kontribusi mereka dan peduli dengan kesejahteraan mereka, mereka akan memiliki keadaan pikiran yang berhubungan dengan pekerjaan yang positif dicirikan oleh semangat, dedikasi, dan penyerapan, yang kemungkinan besar akan mengarahkan mereka untuk menjadi puas dengan karir mereka secara keseluruhan. Beberapa empiris terdahulu membuktikan terdapat hubungan positif antara work engagement terhadap career satisfaction (Joo & Lee, 2017;Oubibi et al, 2022;Korankye, 2020).…”

“…Beberapa penelitian sebelumnya telah membahas keterkaitan hubungan variabel antara perceived organizational support dan career satisfaction (Bhatti et al, 2017;Oubibi et al, 2022;Ture & Akkoc, 2020), selanjutnya perceived organizational support dan self efficacy (Islam & Ahmed, 2018;Musenze, Mayende, Wampande, Kasango & Emojong, 2020;Nikhil & Arthi, 2018), self efficacy dan career satisfaction (Ari, 2019;Ngo & Hui, 2017;Yalalova & Li, 2017), self efficacy dan work engagement (Orgambídez et al, 2020;Musenze et al, 2020;Song, Chai, Kim & Bae, 2018), perceived organizational support dan work engagement (Oubibi et al, 2022;Musenze et al, 2020;Xu, Zhang, Bu & He, 2021), work engagement dan career satisfaction (Joo & Lee, 2017;Ouibii et al, 2022;Korankye, 2020). Namun demikian, berbeda dari penelitian sebelumnya yang dilakukan pada karyawan industri pendidikan (Bhatti et al, 2017;Oubibi et al, 2022;Musenze et al, 2020;Song et al, 2018), karyawan bank (Islam & Ahmed, 2018), karyawan perusahaan IT (Nikhil & Arthi, 2018), karyawan generasi Y (Ari, 2019), berbagai macam karyawan bekerja di perusahaan besar yang berbeda-beda (Ngo & Hui, 2017;Yalalova & Li, 2017;Joo & Lee, 2017), karyawan UKM (Korankye, 2020), karyawan industri rumah sakit yang secara khusus hanya ditujukan pada profesi perawat (Ture & Akkoc, 2020;Orgambídez et al, 2020;Xu et al, 2021), sedangkan penelitian ini tidak hanya ditujukan pada profesi perawat, tetapi ditujukan pada seluruh profesi karyawan yang bekerja di industri rumah sakit yang sudah memiliki jabatan sebagai karir mereka. Pada umumnya, ...…”