Organizational career management practices as a predictor of career satisfaction and intention to quit: A role theory perspective
Guide(s)
Srinivasan, Vasanthi
Department
Organizational Behavior and Human Resources Management
Area
Organizational Behavior and Human Resources Management
University
Indian Institute of Management Bangalore
Place
Bangalore
Publication Date
3-31-2021
Year Awarded
March 2021
Year Completed
March 2021
Year Registered
June 2011
Abstract
The prominence of individual career management processes has been emphasized by contemporary career literature, wherein, individuals take charge of their careers, and flexibly adjust to the dynamic environment to achieve career success; and organizational career is portrayed as increasingly irrelevant. However, this state of literature is extreme, and the present study argues that not only does organizational career subsist, but it still is desirable and significant. The study explores how organizational career management (OCM) practices lead to increased career satisfaction (CS) and decreased intent to quit (IQ). A conceptual framework is developed, using role theory, explaining how OCM practices are related to CS and IQ. Role theory states that organizations, through their policies and practices, create and maintain expectations about the work role, which impact employees’ career attitudes, wherein, properties of the individuals (e.g., experience) can enhance the enactment of specific roles. The study proposes that OCM practices increase employees' understanding of the role, thereby increasing role clarity and role efficacy, and reducing role overload, which then enhances career attitude (e.g., increased career satisfaction and reduced intent to quit); and that the various types of experience an individual has, influence the OCM practices-role understanding link. The results, obtained using cross-sectional data collected from 386 Indian employees, supported the predicted positive (negative) relationship between OCM practices and career satisfaction (intention to quit). Further, the results indicated that role clarity positively related to career satisfaction, and negatively related to intention to quit; role efficacy positively related to career satisfaction, but was not significant, and contrary to what was expected, was positively related to intention to quit; and role overload negatively related to career satisfaction, and positively related to intention to quit.
Pagination
159p.
Copyright
Indian Institute of Management Bangalore
Document Type
Dissertation
DAC Chairperson
Srinivasan, Vasanthi
DAC Members
Prabhu, Ganesh N; Tripathi, Ritu
Type of Degree
Ph.D.
Recommended Citation
Singh, Sweta, "Organizational career management practices as a predictor of career satisfaction and intention to quit: A role theory perspective" (2021). Doctoral Dissertations. 69.
https://research.iimb.ac.in/doc_dissertations/69
Relation
DIS-IIMB-FPM-P21-20
