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A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work
Author(s) -
Sturges Jane,
Guest David,
Conway Neil,
Davey Kate Mackenzie
Publication year - 2002
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.164
Subject(s) - career management , organizational commitment , psychology , longitudinal study , career development , management , public relations , social psychology , political science , statistics , mathematics , economics
Abstract This paper reports the findings of a two‐wave longitudinal study investigating relationships between organizational and individual career management activities and organizational commitment in the early years of graduate careers. Several hypotheses are tested and receive mixed support. High organizational commitment predicts the practice of career management activities by graduates to further their career within the organization while low commitment is closely associated with behaviour aimed at furthering the career outside the organization. Graduates who manage their own careers also receive more career management help from their employer. This suggests that there may be the potential for employers to create a ‘virtuous circle’ of career management in which individual and organizational activities complement each other. Copyright © 2002 John Wiley & Sons, Ltd.