An Empirical Research On Effects Of Organizational Career Management On Work Engagement

As a prominent focus on individual career development, organizational career management becomes critical among the human resource management practices, which also considered having great impact on employees' attitude and behavior. Then work engagement is presented as a positive psychological variable. As result of rare study between the two variables, the research is to explore the relationship between organizational career management and work engagement, in order to reach meaningful conclusion and provide recommendation for management practices.The first three chapter aims to present study target based on literature review. The study mainly examines the implement of organizational career management in Chinese enterprise, and the effects of organizational career management on work engagement. Empirical study is conducted in the forth and fifth chapter, in sample of staff from Xiamen enterprises. Data in this research is obtained from questionnaires, and were analyzed with statistical methods. The outcomes indicate that organizational career management indeed has positive influence on work engagement, which means more attention paid to organizational career management in enterprise, more opportunity for workers to be aware of their own career path and more engagement in work.After adding the status of promotion as a new variable into demographic variables, the following statements are derived: the perception of organizational career management is not quite differential from different study group, however, promoted staff show higher perception of organizational career management than those who has not been promoted for the moment. Work engagement is obviously affected by the pay level, job type and the status of promotion. Gender, education, job type and the status of promotion all have significant impact on the relationship between organizational career management and work engagement. Different type of enterprise has not apparent distinction regarding the operation of organizational career management, and this conclusion is probably applied only in certain areas after taking the data source into account.Suggestion is discussed for the sake of the organizational career management practices in the last chapter, as are strengths, limitation of the study and directions for future research.