Effects of employees' career competencies development on their organizations Does satisfaction matter?

被引:28
作者
Fleisher, Chen [1 ]
Khapova, Svetlana N. [1 ]
Jansen, Paul G. W. [1 ]
机构
[1] Vrije Univ Amsterdam, Dept Management & Org, Amsterdam, Netherlands
关键词
Boundaryless career; Career capital; Career satisfaction; Core competencies; Three ways of knowing; BOUNDARYLESS CAREERS; PROACTIVE PERSONALITY; WORK; SUCCESS; PERFORMANCE; MANAGEMENT; IMPACT; EMPLOYABILITY; PREDICTORS; BEHAVIORS;
D O I
10.1108/CDI-12-2013-0150
中图分类号
B849 [应用心理学];
学科分类号
040203 ;
摘要
Purpose - This paper examines the effects of the development of employees' career competencies (knowing-why, knowing-how, and knowing-whom) on the employing organization and assesses the role of career satisfaction in this relationship. The purpose of this paper is to contribute to research on the consequences of employees' boundaryless careers. Design/methodology/approach - The study involves a two-wave quantitative investigation of alumni of a large public university in the Netherlands. Findings - The results suggest that by investing in the development of their career competencies, employees contribute to organizational culture, capabilities, and connections. However, these contributions depend on employees' level of perceived career satisfaction. If employees are satisfied with their careers, they contribute more to their organizations. Research limitations/implications - Further longitudinal research, strengthened by an additional, third wave of data collection, is needed to replicate the present findings. Practical implications - The study highlights the importance of employees' career development for organizations. Originality/value - This study is the first empirical investigation of the link between the development of employees' career competencies and employees' contributions to their employers and one of a few studies that examines career satisfaction as a moderating variable.
引用
收藏
页码:700 / 717
页数:18
相关论文
共 80 条
[1]   Knowledge work: Ambiguity, image and identity [J].
Alvesson, M .
HUMAN RELATIONS, 2001, 54 (07) :863-886
[2]  
Arthur M., 1999, The new careers: Individual action and economic change
[3]  
Arthur M.B., 1996, BOUNDARYLESS CAREER, P3
[4]  
Arthur M.B., 1995, ACAD MANAGE EXEC, V9, P7, DOI [10.5465/ame.1995.9512032185, DOI 10.5465/AME.1995.9512032185, 10.5465/AME.1995.9512032185]
[5]   Career success in a boundaryless career world [J].
Arthur, MB ;
Khapova, SN ;
Wilderom, CPM .
JOURNAL OF ORGANIZATIONAL BEHAVIOR, 2005, 26 (02) :177-202
[6]   On Being a Knowledge Worker [J].
Arthur, Michael B. ;
Defillippi, Robert J. ;
Lindsay, Valerie J. .
ORGANIZATIONAL DYNAMICS, 2008, 37 (04) :365-377
[7]   Boundary spanning behaviors of expatriates [J].
Au, KY ;
Fukuda, J .
JOURNAL OF WORLD BUSINESS, 2002, 37 (04) :285-296
[8]   Positive organizational behavior: Engaged employees in flourishing organizations [J].
Bakker, Arnold B. ;
Schaufelf, Wilmar B. .
JOURNAL OF ORGANIZATIONAL BEHAVIOR, 2008, 29 (02) :147-154
[9]   From questions to answers: Reviewing organizational learning research [J].
Bapuji, H ;
Crossan, M .
MANAGEMENT LEARNING, 2004, 35 (04) :397-417
[10]  
Barley StephenR., 2011, Gurus, Hired Guns, and Warm Bodies: Itinerant Experts in a Knowledge Economy