The Relationship between Career Growth and Job Engagement among Young Employees: The Mediating Role of Normative Commitment and the Moderating Role of Organizational Justice

Abstract

With the sharp changes in external environment, sustainable competitive advantage is importance resource that the enterprises need to get in the fierce market game. The 90's are becoming the backbone of enterprises, and under the background of human resources, driving the development of the enterprise innovation ability by cultivating highly professional knowledge staff is the important measure of enterprise to obtain sustainable competitive advantage. This study will explore the relationship between employees' career growth and work engagement, in order to provide effective advice for enterprise to cultivate staffs with high job engagement. Based on social exchange theory, empirical results indicate that career growth has significant positive impact on employees' job engagement through a mediating role of normative commitment. Meanwhile, the two assumptions about the moderating role of organizational justice are not supported, which are including that organizational justice plays a moderating role between career growth and job engagement, and organizational justice adjusts the mediating role of normative commitment between career growth and job engagement. Empirical results indicate that organizational justice plays a moderating role between normative commitment and job engagement. The research results show that enterprises can satisfy employees' career growth needs, such as economic, power, ability, social and emotional needs, thus achieving the goal of improving employee's organization normative commitment level, and eventually achieving the goal of employees work commitment.

The Effect of Career Development, Compensation, Work Environment and Job Satisfaction on Work Engagement

“…With career development carried out regularly in the Bukittinggi City Government environment, employees are proud of the work they do. Further research conducted by Bai & Liu (2018) and Liu, He, & Yu (2017) revealed that career development had a significant effect on employee engagement.…”

“…Specifically, the mediating role of work involvement in the relationship between the intrinsic function of organizational career growth and career commitment is stronger when employees perceive their leaders as role models. Further research conducted by (Bai & Liu, 2018) and Liu, He, & Yu (2017) revealed that career development significantly affected employee engagement.…”

“…Weng's empirical research (2013); Zhou (2015); Li (2012) and Son & Kim (2019) who revealed that the intrinsic function of the organization towards career growth is positively related to work engagement. Further research conducted by Bai & Liu (2018) and Liu, He, & Yu (2017) revealed that career development had a significant effect on employee engagement. Research conducted by Hoole & Hotz, (2016) concluded that employee compensation benefits are positively related to employee work engagement (Hoole & Hotz, 2016).…”

“…Bakker, Albrecht, & Leiter (2011) state that the characteristics of employees have a work attachment that is those who feel compelled to strive forward towards challenging goals, and always want success.Empirical research by Weng (2013) & Zhou (2015), it can be concluded that in different work environments, the positive impact between career growth and organizational commitment is supported by empirical data. Research Li (2012); Son & Kim (2019); Bai & Liu (2018) and Liu, He, & Yu (2017) revealed that career development has a significant effect on employee work engagement.Furthermore according to Hoole & Hotz, 2016); Zacher, Chan, Bakker, & Demerouti (2015) revealed that compensation had a significant positive effect on employees' attractiveness to their work. Further research conducted by Venz, Pundt, & Sonnentag (2018) shows that by using compensation given to employees in the workplace, employees can actively improve their own job attitudes.…”

Talent development practices and work engagement of in-service teachers at a private university in Western Uganda

“…Promotions are one of the talent management practices because they are sometimes done to place people with good credentials into specific jobs in an effort to broaden their skills (Ruderman and Ohlott, 1994). Studies (Anitha, 2014;Bai and Liu, 2018;Khan and Altaf, 2015;Liu et al, 2017;Meijerink et al, 2018;Saks, 2006) have related promotion and work engagement. Anitha (2014) established that career development which involves employee promotion was a predictor of work engagement of employees of small scale industries in India.…”