Examining the roles of shared vision and career growth opportunity in developing new employees

Abstract

Purpose The purpose of this paper is to explore the relationship between career growth opportunity (CGO), well-being and turnover intention of new employees, and also probe into the moderating role of shared vision (SV) in organizations. Design/methodology/approach In total, 253 new employees participated in this study, and the partial least squares analysis was adopted to analyze the data. Findings The study findings have indicated that CGO will play a key role in determining emotional exhaustion (EE) and job satisfaction. Additionally, a positive connection between EE and turnover intention, a negative relationship between EE and job satisfaction, as well as a negative link between job satisfaction and turnover intention have been found in this study. Finally, it has been demonstrated that SV will moderate the connection between CGO and EE, the relationship between CGO and job satisfaction, the link between EE and turnover intention as well as the correlation between job satisfaction and turnover intention. Originality/value Although there are numerous studies related to CGO, well-being and turnover intention, relatively little attention has been paid to the connection between CGO, well-being and turnover intention of new employees. With particular respect to the impact of SV on organizational outcomes, there is still a dearth of research examining the moderating role of SV in organizations.

Organizational career growth: the mediating role of career management practices

“…First, our findings revealed that employees experienced a range of career management practices. This supports previous studies conducted in Sri Lanka such as Wickramasinghe and Jayaweera (2011) and also in Asia such as Huang et al (2017), Nawaz and Pangil (2016), Wang et al (2014) and Singh and Vohra (2009). Second, our findings showed that OCMPs significantly positively predict career growth by way of financial rewards and recognition and career goal achievement.…”

“…Second, our findings showed that OCMPs significantly positively predict career growth by way of financial rewards and recognition and career goal achievement. In this regard, Karavardar (2014) in the context of Turkey showed that remuneration growth has strong negative influence on turnover intention; similar observations were also made by Huang et al (2017), Chen et al (2016) and Nawaz and Pangil (2016) in the context of Asia. Although these previous studies commented on CMPs and subsequent benefits for individuals, none of these has specifically investigated the association between OCMPs and career growth.…”

“…Organizational CMPs aim to satisfy the needs of both organizations and employees and involve a wide range of practices (Ashraf 2019;Huang et al 2017;Karavardar 2014;Kohlmeyer et al 2017;Pandya 2017;Reitman and Schneer 2008;Spagnoli 2017;Weer and Greenhaus 2017;Wang et al 2014;Weng and McElroy 2012). Even in the context of non-traditional careers, OCMPs constitute a central part of HRM to respond to changing requirements in a competent and flexible way (Lips-Wiersma and Hall 2007;Nawaz and Pangil 2016).…”

Work context and turnover intention in social enterprises: the mediating role of meaning of work

“…In addition to the independent effects of social mission and shared vision, we propose that the effects of employees' perceived social mission on meaning of work would be augmented if their perception of shared vision is high in social enterprises. With a strong sense of shared vision, employees perceive and communicate the positive aspects of a given environment (Huang et al, 2017). Employees also shape a common purpose and goals with colleagues (Kirkman and Rosen, 1999), and clearly understand the values the organization pursues (Berson et al, 2015;Pearce and Ensley, 2004).…”

Twenty-five years of career growth literature: a review and research agenda

“…Career growth opportunities differ from career growth in that the former focuses on the chances of career development and advancement while the latter emphasizes the development and advancement obtained so far (Table 9). Prior research has construed variables such as extra-role performance, work engagement (Weer and Greenhaus, 2020), organizational citizenship behavior (Kwan, 2013) as antecedents and turnover intentions (Huang et al, 2017;Ohunakin et al, 2018) and perceived organizational support (Sumathi et al, 2015) as consequences of career growth opportunities. While a few authors have operationalized career growth opportunities with the measures of organizational career growth through career goal progress, promotion speed, professional ability development and remuneration growth (Bashir et al, 2020;Wanniarachchi et al, 2020), others have considered structural and content dimensions of career growth opportunities (Weer and Greenhaus, 2020).…”