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Predicting different commitment components: The relative effects of how career development HRM practices are perceived

Published online by Cambridge University Press:  02 February 2015

Mary Bambacas  and
Prashant Bordia
Mary Bambacas
Affiliation:
International Graduate School of Business, University of South Australia, Adelaide SA, Australia
Prashant Bordia
Affiliation:
School of Management, University of South Australia – City West Campus, Adelaide SA, Australia
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Abstract

Organizations today expect employees to manage their own career development although some will provide extra opportunities. We do not know exactly how career self-management impacts on employees' organizational commitment in terms of affective, normative and continuance components. This paper is based on the model of organizational commitment put forward by Meyer and Allen (1997). We propose that organizational HRM and career self-management influence employee perceptions (such as perceived support) and the three components of commitment in different ways. Data from 196 managers showed that organizational career development (OCD) practices, were positively related to employee perceptions and the three components of commitment. On the other hand, career self-management was negatively correlated with normative commitment. These results have implications for the career development alternatives that organizations provide to employees.

Keywords

organizational commitmentcareer self-managementcareer developmentperceptionsaffectivenormativecontinuance
Type
Research Article
Information
Journal of Management & Organization , Volume 15 , Issue 2 , May 2009 , pp. 224 - 240
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2009

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