The Mediating Role of Career Development in its Antecedents and Outcomes: Empirical Evidence from Pakistan
Abstract
The impression of strengthening human capital to promote innovation and creation by planning the careers of organizational members in light of HRM practices and policies and to develop distinct mentalities, competencies and skills with the sole objective of providing a series of novel services and products has been getting importance. The current paper dig into the importance of career planning along with the career management as input for the career development and career commitment, and career satisfaction as the output of this relationship. A sample of 395 teaching staff of the colleges of Malakand Division of Khyber Pakhtunkhwa, Pakistan was randomly selected for the current research. To test the hypotheses of the study, structural equation modeling as a statistical technique for analysis of the empirical data was employed. Empirical results supported all the hypotheses of the study. These results illustrated that career planning along with the career management are very important roots of the career development which further engenders career commitment and career satisfaction. These results also validated the mediating role of career development in the relationship of career management and career planning on the one hand as antecedents and career commitment and career satisfaction as outcomes on the other hand. The study has uniqueness in the sense that the study is the first one that tests these hypotheses in colleges in Khyber Pakhtunkhwa. And that is why the study has both academic and practical implications. At the end a few recommendations has been put forwarded for future research.References
Ababneh, R. (2013). Antecedents and outcomes of career development in Jordanian public sector. Journal of Emerging Trends in Economics and Management Sciences, 4(4), 417-426.
Adekola, B. (2011). Career planning and career management as correlates for career development and job satisfaction: A case study of Nigerian bank employees. Australian Journal of Business and Management Research, 1(2), 100-112.
Afonso, P., Ramos, M. R., Saraiva, S., Moreira, C. A., & Figueira, M. L. (2014). Assessing the relation between career satisfaction in psychiatry with lifelong learning and scientific activity. Psychiatry Research, 217, 210-214.
Appelbaum, S. H., Ayre, H., & Shapiro, B. T. (2002). Career management in information technology: A case study. Career Development International, 7(3), 142-158.
Arthur, M. B., Khapova, S. N., & Wilderom, C. M. (2005). Career success in a boundaryless career world. Journal of Organizational Behavior, 26, 177-202.
Baruch, Y. (2004). Managing Careers: Theory and Practice. New York: Prentice Hall.
Chen, T. Y., Chang, P. L., & Yeh, C. W. (2004). An investigation of career development programs, job satisfaction, professional development and productivity: The case of Taiwan. Human Resource Development International, 7(4), 441-463.
Colarelli, S. M., & Bishop, R. C. (1990). Career commitment functions, correlates, and management. Group & Organization Management, 15(2), 158-176.
Gould, S. (1979). Characteristics of career planners in upwardly mobile occupations. Academy of Management Journal, 22(3), 539-550.
Greenhaus, J. H., Callanan, G. A., & Godshalk, V. M. (2009). Career Management: Sage Publication.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
Herr, E. L., & Shahnasarian, M. (2001). Selected milestones in the evolution of career development practices in the twentieth century. The Career Development Quarterly, 49(3), 225-232.
Kapel, C., & Shepherd, C. (2004). Career ladders create common language for defining jobs. Canadian HR Reporter, 14(12), 15-16.
Kaye, B. (2005). Build a culture of development. Leadership excellence, 22(3), 18.
King, A. S. (1999). Crescendo model of career motivation and commitment: Identity, insight, and resilience. International Journal of Value-Based Management, 12, 29-49.
Kong, H., Cheung, C., & Song, H. (2012). From hotel career management to employees’ career satisfaction: The mediating effect of career competency. International Journal of Hospitality Management, 31, 76-85.
Lee, C. H., & Bruvold, N. T. (2003). Creating value for employees: investment in employee development. The International Journal of Human Resource Management, 14(6), 981-1000.
Martin, A. F., Romero, F. P., Valle, C. R., & Dolan, S. L. (2001). Corporate business strategy, career management and recruitment: Do Spanish firms adhere to contingency model? Career Development International, 6(3), 149-155.
Noordin, F., Williams, T., & Zimmer, C. (2002). Career commitment in collectivist and individualist cultures: A comparative study. International Journal of Human Resource Management, 13(1), 35-54.
Published
Issue
Section
License
Submission of an original manuscript to the Journal will be taken to mean that it represents original work not previously published, that it is not being considered elsewhere for publication. And if accepted for publication, it will be published in print and online and it will not be published elsewhere.
The journal main policy reflects in its stance that the publication of scholarly research is exclusively meant to disseminate knowledge and not-for-purposes.
Copyright Statment
Sarhad Journal of Management Sciences is published by Sarhad University of Science and Information Technology Peshawar. This copyright statement entails that all contents (including text, tables, graphs, images, or any materials that is part and parcel of a research article submitted to the journal) belong to/ property of the person who owned it prior to submission this journal. Publication of the submitted article will not affect the ownership of copyright of the subject materials. SJMS and its users benefit from a general licence over all content submitted under a Creative Commons CC-BY licence over all content. However, content which is not part of the submitted article, is the property of SJMS. In a nutshell, the combination of all content on the SJMS website, the look and feel of the website, is the property of Sarhad University of Science and Information Technology Peshawar.
As an author or contributor, you grant permission to others to reproduce your articles, including any graphics and third-party materials supplied by you, in accordance with the SJMS Terms and Conditions. The licence granted to third parties over all contents of each article, including third-party elements, is a Creative Commons Attribution ("CC BY") licence. The current version is CC-BY, version 4.0 (http://creativecommons.org/licenses/by/4.0/), and the licence will automatically be updated as and when updated by the Creative Commons organisation.
You may include a requirement to reproduce copyright notices but you may not restrict the right to reproduce the entire article, including third-party graphics. This means that you must obtain any necessary third-party consents and permissions to reproduce third-party materials in your articles submitted to SJMS.
Copyright Statement updated September 13, 2022.