A cross-level investigation of the relationship between career management practices and career-related attitudes

Citation

Eby, L.T. (2006), "A cross-level investigation of the relationship between career management practices and career-related attitudes", Human Resource Management International Digest, Vol. 14 No. 4. https://doi.org/10.1108/hrmid.2006.04414dad.008

A cross-level investigation of the relationship between career management practices and career-related attitudes

A cross-level investigation of the relationship between career management practices and career-related attitudes

Eby L.T., Allen T.D., Brimley A.Group & Organization Management (USA), December 2005 Vol. 30 No. 6, Start page: 565 (32 pages)

Purpose – Examines the link between an organization’s career management practices and its employees’ career attitudes, looking at whether different combinations of career management practices will affect employees’ career attitudes differently. Looks, in particular, at the impact on employees’ satisfaction with their promotion prospects and their assessment of whether the content of their job had plateaued. Assesses if an employee’s gender moderates this. Design/methodology/approach – Analyses the responses of 1,876 employees from 65 US organizations, studying how their career attitudes related to the career management practices of their organization. Findings – Reports that employees who worked in organizations that had career management practices which enabled it to plan its future human resources, such as succession planning, tended to be more satisfied with promotion processes and report less job content plateauing. In relation to the other career management bundles, reports that activities designed to help employees to develop career goals, and the provision of internal labour market information had no impact on satisfaction with promotion processes or perceptions of job content plateauing. Lastly reports that internal training lowered satisfaction with the promotion process. Research limitations/implications – Explains the research methods and the analysis. Sets out the limitations of the research. Originality/value – Demonstrates the impact of human resource management practices on employees’ attitudes.Style: Research paper35AC509

Keywords: Career development, Employee attitudes, Human resource management, Promotion, Succession planning, Training, United States of America