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Influencing Factors And Effects Of Employees’ Career Expectations

Posted on:2015-11-07Degree:MasterType:Thesis
Country:ChinaCandidate:X X FuFull Text:PDF
GTID:2309330431956942Subject:Business management
Abstract/Summary:PDF Full Text Request
With the trend of organizational structure reformation, such as flat organization, business module outsourcing, and the development of boundless career around the world, more and more employees began to focus on their careers. They hope to make their career expectations come true and achieve career success under the joint efforts of the organizations and their own. Therefore, career management activities provided by the organizations have aroused employees’attention. How to provide the desired career management activities which fit staff’s career expectations s to improve their working attitude and ability and reduce the turnover rate has became the focusof organizations in these years. In addition, because organizational identity is an integration process between individual goals and organizational goals, employees’s career expectations are also affected by the degree of organizational identity.Therefore, based on the social exchange theory, this paper tries to study the mechanism of career expectations in an organization enviroment. The purpose of this paper is to explore the effect of organizational career management and organizational identity on employees’career expectations and career satisfaction, the effect of career expectations on career satisfaction, and investigate the mediating influence of career expectations in the context of Chinese organizations.Firstly, through literature review, a conceptual framework and several hypotheses are proposed in this study based on the comprehensive analysis of relevant research conclusions and theories on organizational career management, organizational identity, career expectations and career satisfaction. Secondly, this paper did a pre-survey to modify the original scales and questionnaire, according the reliability and exploratory factor analysis (EFA) results of114valid questionnaires which were recovered in a small area. Thirdly, a final questionnaire was issued among a sample of516employees to collect data and structural equation modeling (SEM) was utilized to analyze the data for testing the hypotheses proposed. Fourthly, some suggestions for business management practices were provided based on the empirical findings.The main findings of this paper are as follows:firstly, three dimensions of organizational career management (career appraisal, career training, and career development) have positive effects on career expectations; secondly, organizational identity has positive effects on career expectations; thirdly, career expectations have a positive impact on career satisfaction; fourth, career training and career development have direct positive effects on career expectations, and career expectations partly mediate the relationship between them and career satisfaction; however, career expectations play a fully mediating role between career appraisal and career satisfaction; fifth, career expectations also fully mediate the relationship between organizational identity and career satis faction.Theoretically, the contributions of this study to the literature are as follows. Firstly, this study explored the influence factors and outcome of career expectations in the organizational context which may expand the scope of the domestic research on career expectations to some extent. In addition, this study analyzed the effects of organization activities and individual behavior on employees’ career psychology and behavior and the findings may provide useful innovations to literatures. Finally, this study discussed the mediating effects of career expectations between organizational career management, organizational identification and career satisfaction, which have some theoretical implications for future study.Practically, the findings of this study may provide some guidance and reference to organization managers. First, this study may raise managers’ attention to employees’ career expectations and make employees’ career development become the routine activities of human resource management. Second, the findings may help managers build thorough organizational career management systems based on employees’ career expectations and optimize the internal career appraisal systems. Third, this study may prompt managers to combine activities of organizational career management and activities to improve employees’ organizational identity, which are helpful to achieve the organizational strategies and individuals’ career development goals simultaneously.
Keywords/Search Tags:organizational career management, organizational identity, careerexpectations, career satisfaction
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