Research On The Effects Of Person-Organization Career Management Fit On Career Success And Organizational Ambidexterity

A person who hold the protean and boundaryless career attitudes tend to manage their career by themselves, who exhibit more mobility, reduce employees’ organizational commitment and are more concerned about internal subjective career success. This series of changes result in individuals and traditional organizational career management meeting with new challenges.In new career, the role of employees and organization has changed. On one hand, employees need to take the responsibility of career management proactively to guarantee their career concept and strategies in accord with organizational development. On the other hand, organization’s role has been transformed from a manager and controller in the past into a supporter, facilitator and human capital developer, understanding employees’career development demands, adjusting their development goals, concepts and behaviors, taking their due responsibilities and obligations. Career management has not only the responsibility of employees or organization unilaterally, but need to employees and organization take the responsibility of career management jointly. Therefore, how to fit the individual career management and the organizational career management to guarantee employees’career development corresponds to organization’s development, becoming a new topic of in the field of theory and practice.Person-organization career management fit has multiple effects on individuals and organization. On one hand, person-organization career management fit can improve employees’employment security, job satisfaction, employability, helping employees to achieve career goals and career success. On the other hand, person-organization career management fit can improve employees’identity of organizational culture and organizational commitment, reduce turnover, and enhance employees’willingness to retention, which enable organization to gain competitive advantage, and improve organizational ambidexterity.This paper is based on concept and structure of person-organization career management fit, applying literature review, interviews, questionnaire investigation and factor analysis. This research established a scale with 4 dimensions and 15 items to measure person-organization career management fit, and proved both reliability and validity of the scale. Based on the literature review, this paper build a model of person-organization career management fit, career success and organizational ambidexterity. Using SPSS20.0 to do single factor analysis of variance, correlation analysis, and regression analysis of the 275 valid questionnaires from formal test, we reached the following conclusions:(1) There is a significant difference that the impact of different levels of demographic variables on career success and organizational ambidexterity.(2) There are positive correlations among person-organization career management fit, career success and its dimensions. Through further analysis, it is concluded that individual career concept, individual career development strategy, organizational career management strategy can predict career success and its dimensions, organizational socialization can’t predict perceived external marketability.(3) There are positive correlations among person-organization career management fit, organizational ambidexterity and its dimensions. Through further analysis, it is concluded that individual career concept, individual career development strategy, organizational socialization, organizational career management strategy can predict organizational ambidexterity and its dimensions.