Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/455999
Title: Organizational career management practices as a predictor of career satisfaction and intention to quit
Researcher: Singh, Sweta
Guide(s): Srinivasan, Vasanthi
Keywords: Economics and Business
Management
Social Sciences
University: Indian Institute of Management Bangalore
Completed Date: 2021
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 8217 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 newline newline
Pagination: 159p.
URI: http://hdl.handle.net/10603/455999
Appears in Departments:Organizational Behavior and Human Resources Management

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01_title.pdfAttached File693.04 kBAdobe PDFView/Open
02_preliminary pages.pdf1.27 MBAdobe PDFView/Open
03_contents.pdf737.94 kBAdobe PDFView/Open
04_abstract.pdf802.96 kBAdobe PDFView/Open
05_chapter 1.pdf79.34 kBAdobe PDFView/Open
06_chapter 2.pdf80.98 kBAdobe PDFView/Open
07_chapter 3.pdf83.22 kBAdobe PDFView/Open
08_chapter 4.pdf84.45 kBAdobe PDFView/Open
09_chapter 5.pdf86.38 kBAdobe PDFView/Open
10_annex.pdf87.92 kBAdobe PDFView/Open
80_recommendation.pdf802.96 kBAdobe PDFView/Open
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