||Exploring the Relationship between Organizational Career Management and Career Self-Management-An Empirical Study of the High-Tech Industry in Taiwan
||Department of Industrial and Information Management
Organizational Career Management
Perceived Organizational Support
Recently, the core of career management is gradually shifting from the organization to the individual which causes researchers have paid more attention to the related study of career self-management. In the new career environment, employer can no longer afford the responsibility of managing their employees’ careers, and the tendency is that employees should engage themselves in selecting, planning and evaluating their own careers to achieve personal goals and outcomes. However, organizational career management can not be ignored when developing one’s career.
As the corporate is continuously influenced by the issues of layoffs, mergers, acquisitions and restructuring, the employment relationship is also redefined. Two of the most common constructs used to explain the exchanges and interactions between employee and employer are psychological contract and perceived organizational support. Through integrating these two theorems would provide a more complete understanding about the changes in the employment relations.
In order to more realize the contemporary career management, this study explores the relationship between organizational career management and career self-management through an integrative perspective of psychological contract and perceived organizational support. Questionnaire is used to collect data from employees of high-tech industry in Taiwan and through further data analysis we draw some research conclusions as follows.
1. Organizational career management has significant impact on psychological contract fulfillment and perceived organizational support.
2. Organizational career management, psychological contract fulfillment and perceived organizational support all have significant impact on career self-management.
3. Psychological contract fulfillment has significant impact on psychological contract fulfillment and perceived organizational support.
4. Both psychological contract fulfillment and perceived organizational support will mediate the relationship between organizational career management and career self-management.
List of Tables VII
List of Figures IX
Chapter 1 Introduction 1
1.1 Research background and motivation 1
1.2 Research objectives 3
1.3 Research procedure 3
Chapter 2 Literature Review 5
2.1 Organizational career management 5
2.1.1 The definition of organizational career management 6
2.1.2 The dimensions of organizational career management 6
2.1.3 Summary 8
2.2 Perceived organizational support 8
2.2.1 The definition of perceived organizational support 9
2.2.2 Organizational support theory 9
2.2.3 The dimensions of perceived organizational support 11
2.2.3 Summary 11
2.3 Psychological contract 11
2.3.1 The definition of psychological contract 12
2.3.2 The components of psychological contract 13
2.3.3 Psychological contract theory 15
2.3.4 The dimensions of psychological contract 17
2.3.5 Summary 18
2.4 Career Self-management 18
2.4.1 The definition of career self-management 19
2.4.2 The model of Career self-management 19
2.4.3 The dimensions of career self-management 23
2.4.4 Summary 24
2.5 The relationships among dimensions 25
2.5.1 OCM and PC fulfillment 25
2.5.2 OCM and POS 25
2.5.3 POS and PC fulfillment 26
2.5.4 PC fulfillment and career self-management 28
2.5.5 POS and career self-management 28
2.5.6 OCM and career self-management 29
2.5.7 Summary 30
Chapter 3 Research Methodology 31
3.1 Conceptual framework 31
3.2 Research hypotheses 32
3.3 Questionnaire design 33
3.4 Sample selection 36
3.5 Analysis method 38
Chapter 4 Data Analysis Results 39
4.1 Pre-test and Questionnaire retrieval 39
4.2 Descriptive statistics analysis 40
4.3 Factor analysis 41
4.3.1 Organizational career management 42
4.3.2 Perceived organizational support 43
4.3.3 Psychological contract fulfillment 43
4.3.4 Career self-management 44
4.4 Reliability test 45
4.4.1 Organizational career management 46
4.4.2 Perceived organizational support 46
4.4.3 Psychological contract fulfillment 47
4.4.4 Career self-management 47
4.5 Regression analysis 48
4.5.1 The effect of OCM on PC fulfillment 48
4.5.2 The effect of OCM on POS 50
4.5.3 The effect of PC fulfillment on POS 51
4.5.4 The effect of PC fulfillment on career self-management 53
4.5.5 The effect of POS on career self-management 54
4.5.6 The effect of OCM on career self-management 56
4.6 The mediating effect of PC fulfillment and POS 57
4.7 Summary of hypotheses examination 62
4.8 Discussion of results 64
4.8.1 The relationship between OCM and PC fulfillment 64
4.8.2 The relationship between OCM and POS 65
4.8.3 The relationship between PC fulfillment and POS 65
4.8.4 The relationship between PC fulfillment and career self-management 66
4.8.5 The relationship between POS and career self-management 66
4.8.6 The relationship between OCM and career self-management 67
Chapter 5 Conclusions and Suggestions 68
5.1 Research conclusions 68
5.2 Limitations 69
5.3 Suggestions 70
5.4 Suggestions for Future Work 71
Appendix: Questionnaire 78
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