Professional Documents
Culture Documents
Shah 2011
Shah 2011
Shah 2011
Access to this document was granted through an Emerald subscription provided by emerald-srm:566188 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
JEIM
24,6 Investigating employee career
commitment factors in a public
sector organisation of a
534
developing country
Received 1 July 2010
Revised 26 October 2010
Naimatullah Shah
2 January 2011 Department of Public Administration, University of Sindh, Sindh, Pakistan
Accepted 9 February 2011
Abstract
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)
Purpose – Understanding employee attitudes and behaviours has made possible the successful of
organisation policies and strategies. Managers are often worried about to know the employee related
factors. The purpose of this study is to investigate the relationships and predictive power of job
satisfaction, organisational commitment and job promotion towards the employee career commitment
in a developing country.
Design/methodology/approach – The paper is based on a theoretical approach to identify the
proposed relationships of job satisfaction, organisational commitment and job promotion variables
with employee career commitment. This is a cross-sectional study where the researcher has used a
self-administered survey questionnaire for data collection.
Findings – The proposed approach is applied in a public sector organisation of a developing country.
The findings of the paper hold that independent variables such as job satisfaction, organisational
commitment and job promotion have positive and significant relationships to dependent variables,
i.e. employee career commitment.
Research limitations/implications – This study has methodological limitations, as it only
employed quantitative data from a large public sector organisation of a developing country. In
addition, only a direct relationship approach, with a limited number of variables is also limited in
theoretical approach. However, this study contributes in the literature on organisational behaviour and
employee commitment domain, particularly from a developing countries’ perspective. This study may
support the management and practitioners of human resources management and organisational
behaviour in assessing and evaluating employee attitudes and behaviours in the organisation.
Originality/value – The paper uses a quantitative approach in order to examine the employee
attitudinal and behavioural variables towards employee career commitment.
Keywords Career commitment, Job satisfaction, Organizational commitment, Job promotion,
Employees attitudes, Employees behaviour
Paper type Research paper
1. Introduction
Today, organisations continue to downsize and restructure due to increasing new
trends of communication, technological advancement, knowledge, ability, skills and
competitive performance climate. Under this situation organisations want their
Journal of Enterprise Information employee to enhance performance and used different type of employment practice in
Management one side and on other side employee is confronting alarming and challenging situation
Vol. 24 No. 6, 2011
pp. 534-546 for future career. Looking at careers from the perspective of organisation and
q Emerald Group Publishing Limited employee, it is important to advance our knowledge about what variables may
1741-0398
DOI 10.1108/17410391111166567 influence those individuals’ careers (Gattiker and Larwood, 1985). Across these
variables employee may become attached to their organisation when their prior Employee career
expectations have been satisfied (Chang, 1999). There are number of environmental, commitment
personal, and career decisions and behavioural variables to influence employee career
commitment (London, 1983). However, employee develops sets of expectations from
the organisation and develops their attitudes and behaviours by comparison their level
of expectations with their perceived realities (Chang, 1999).
Indeed, employee joins organisation with their plans and desires strong 535
relationships on the basis of career satisfaction by the organisation. This implies
that organisation attitudes more affect to employee attitudes towards the career.
However, across the literature, employee career have been widely investigated for the
reason to know the attitudes and behaviours regarding his or her career. Researchers
revealed several individual factors that influence career success including emotional
intelligence, salary level (Poon, 2004); demographic variables (Gattiker and Larwood,
1988), supervisory support (Chang, 1999); dispositional traits (Seibert et al., 1999), job
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)
the development of personal career goals and the individual’s attachment to,
identification with and involvement in those goals (Colarelli and Bishop, 1990).
Indeed, a career involves trade offs between security and risk and between
individual success and family. The literature shows that employee attachment,
identification and involvement depend upon extrinsic and intrinsic outcomes such as
pay, promotion, appraisal, and satisfaction that can refer to one’s motivation to work in
a chosen vocation (Hall, 1971). According to Poon (2004) career commitment is
predicated on objective career success in form of salary level and subjective career
success in the form of career satisfaction. Thus, most of the research has focused on
individual and situational factors such as job involvement, organisational
commitment, organisational uncertainty, job satisfaction, fear of job loss and job fit
(Blau, 1985; McGinnis and Morrow, 1990; Goulet and Singh, 2002). These two
magnitudes have been applied to measure the impact of employee career commitment
(Morrow, 1993; Hall, 1976). By using this conceptualisation this study examines
employee attitudes and behaviours towards their career by job satisfaction,
organisational commitment and job promotion variables in the developing economy.
Employee develops interests on the basis of his or her personal characteristics like
needs, interests, development, and future expectations (Shah and Shah, 2010). These
dimensions can identify the individual’s attitudes towards career motivation,
strengths, development and persistence of career motivation. Most academic
researchers and practitioners have focused on individual factors such as job
involvement, job satisfaction and organisational commitment, which have a positive
influence on career commitment (McGinnis and Morrow, 1990; Blau, 1999). To develop
individual’s perceptions, employee personal variables can affect their loyalty and
involvement. Job satisfaction is also one of them which has been defined by Agho et al.
(1992) as the degree to which an employee likes their work. It is related to employee
active feelings to his or her job with specific aspects, such as pay, supervision, morale,
and opportunity for advancement (McNeese-Smith, 1997; Kangas et al., 1999). These
feelings can be generated when an organisation provides all facilities and benefits to
promote employee development and progression. Job satisfaction provides the degree
of an individual’s feelings with his or her current job (Chang and Chang, 2007). In the
literature, the job satisfaction variable has been widely applied by researchers to
measure employee attitudes and behaviours towards his or her career or organisation
(Blau, 1985; Goulet and Singh, 2002; Gregory et al., 2007). By applying this concept Employee career
researcher proposes following hypothesis: commitment
H1. Job satisfaction will be a significant determinant of career commitment.
Employee commitment has been treated as active and positive behaviours and attitudes
towards his or her organisation. Mowday et al. (1979) define the term organisational
commitment as an individual identification, loyalty, or involvement, which is 537
characterised by beliefs, willingness, and membership with the organisation. In
developing employee positive perception regarding the organisation, knowing employee
loyalty, identification and involvement is vital (Buchanan, 1974; Cook and Wall, 1980). In
previous research, employee commitment to the organisation has been used as a
predictor of behaviours like absenteeism, turnover, and organisational citizenship
behaviours (Price and Mueller, 1986; Sagie, 1998). In the literature, organisational
commitment and job performance have been positively related (Mowday et al., 1979),
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)
while tardiness, absenteeism, and turnover (Steers, 1977; Hom et al., 1979; Wiener and
Vardi, 1980) are inversely related. Thus, the term can be applied for individual’s attitudes
and behaviours because in previous research it has been used to know the individual’s
cognition levels. Academic and practitioner researcher is interested because of the
individual’s perception of trust, and pledge to the organisation. Hence, the main concern
of the researchers is to find the employee attitudes and behaviours towards the career.
By applying this concept researcher proposes following hypothesis:
H2. Organisational commitment will be a significant determinant of career
commitment.
Apart from other factors employee career commitment can increase when he or she
knows job promotion according to the organisation policies. In career commitment
domain job promotion is considered to subjective or situation factor which is related to
the extent to which employee feel committed to their organisation by virtue of the costs
that they feel are associated with leaving (Meyer and Allen, 1984). In fact job promotion
factor may be used to enhance the employee abilities, skills and energies on the basis of
an agreement between employee and employer. This concept largely supports employee
and organisation needs that can be used for mutual understanding. Many researchers
used job promotion as an essential for developing relation between employee and
employer (Greenhaus et al., 1990; Poon, 2004). In addition, researchers have applied job
promotion to understand how an employee forges relationships with an organisation
(Allen and Meyer, 1990; Liou and Nyhan, 1994; Cohen, 1996). From this perspective
researcher examines employee attitudes and behaviours for career commitment through
job promotion. On this basis researcher proposes following hypothesis:
H3. Job promotion will be a significant determinant of career commitment.
3. Research methodology
The study set out to explore the relationship between job satisfaction, organisation
commitment, and job promotion to employee career commitment based on quantitative
methodology. Researcher used a survey questionnaire approach for data collection.
The research was conducted with independent sample of a public sector organisation
of a developing country. Previous research on the employee career commitment has
JEIM focused on manufacture, service oriented and marketing factors of organisation and
24,6 individual careers only (Cherniss, 1991; Goulet and Singh, 2002; Grote and Raeder,
2009). This study allowed to systematically consider employees of educational
institutions in a larger sample.
3.1 Participants
538 The study was conducted in a public sector organisation of a developing country. For data
a targeted sample of 1,000 participants from a total population about 10,000 were
randomly selected. The researcher targeted a sample of a public sector organisation from
all over the country. For this study employees were selected from various levels working
full time. The participants were supplied with a survey instrument in the English language
because a basic appointment requirement is a four-year university degree and education
from secondary to higher education level in the country is taught in the English language.
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)
4. Results
Table I presents the descriptive statistics, internal consistency reliability, and
correlation coefficients of each variable. Among the descriptive statistics of the four
variables, organisational commitment had a mean score of 4.21 on a five-point Likert
scale. The overall Cronbach’s alpha reliability was 0.89, which reflected the internal
consistency of the indicators measuring a given factor. Internal consistency reliability
of the four variables using were in range of 0.712 to 0.810. In internal consistency, these
values were found higher than the usually recommended level of 0.70 (Nunnally, 1978).
Findings reveal that employee career commitment is positively and significantly
related to job satisfaction, organisational commitment and job promotion. The result of
Pearson’s Correlation showed the highest relationship between job satisfaction and job
promotion ðr ¼ 0:362Þ and the lowest relationship between organisational
commitment and job promotionðr ¼ 0:231Þ: However, no relationship was found to
be greater than 0.70. Therefore, there was no need to determine multi-collinearity,
which is required when two predictors correlate more strongly than 0.70 (Vogt, 2007).
Scales Mean SD 1 2 3 4 5 6
Results from the sets of data show that employees consciously gave positive
responses as a result of career development factors. In this study first factor such as job
satisfaction have a positive influence on career commitment. Job satisfaction has been
related to employee active feelings to his or her job (McNeese-Smith, 1997; Kangas et al.,
1999; Chang and Chang, 2007). In the literature, the job satisfaction variable has been
widely applied by researchers to measure employee attitudes and behaviours towards
his or her career (Blau, 1985; Goulet and Singh, 2002; Gregory et al., 2007). A satisfied
employee is expected to like his or her job and the organisation and will probably be
committed to his or her career (Goulet and Singh, 2002; Cherniss, 1991; Blau, 1999;
Goulet and Singh, 2002). The findings of this research also support previous studies,
and has extended the research by examining the job satisfaction predictor variable to
examine employee career commitment in developing country.
Significant support for the relationships between organisational commitment and
career commitments was found in the study. In literature organisational commitment
has been treated as a behaviours and attitudes by beliefs, willingness, and membership
with the organisation (Mowday et al., 1979). Thus, the term has been used as a
predictor of behaviours like absenteeism, turnover, and organisational citizenship
behaviours (Price and Mueller, 1986; Sagie, 1998). In the literature, organisational
commitment and job performance have been positively related and tardiness,
absenteeism, and turnover (Mowday et al., 1979; Steers, 1977; Hom et al., 1979; Wiener
and Vardi, 1980) are inversely. The results of the study support previous studies (Cook
and Wall, 1980; Mathews and Shepherd, 2002; Goulet and Singh, 2002). The findings
supported the literature confirms and expands existing knowledge particularly in
developing countries (Alvi and Ahmed, 1987; Chang, 1999). Generally, our results
suggest that a thorough understanding of employee commitment to the organisation
requires attention in order to develop career commitment.
Finally, researcher applied job promotion to yield employee attitudes and
behaviours towards his or her career commitment. In fact, employees who receive
encouragement and rewards from the organisation are more likely to act willingly in
support of organisational goals contributing to overall organisational effectiveness
(Organ, 1988; VanYperen et al., 1999). Therefore, job rewards, such as job promotion,
may be more important for developing positive attitudes and behaviours and have a
more positive impact on employee career commitment in developing countries.
JEIM Employee job promotion is related between employees and organisations on the basis
24,6 of mutual benefit. The focus of this concept is that an employee who is more desirous of
job promotion from within the organisation may be more satisfied with his or her job.
Many researchers applied this concept to knowing the employee attitudes and
behaviours and found positive significant results (Greenhaus et al., 1990; Chang, 1999;
Poon, 2004). In this research this concept was applied in a public sector organisation
542 and found a positive significant relationship with career commitment. The results add
support to previous studies and the statistical findings showed that internal job
promotion is a positive source of developing employee attitudes and behaviours
towards career commitment. Thus, the importance of job promotion in the current
fragile economic, financial, developmental, competitive and environmental situation,
particularly in developing countries, may suggest developing policies, strategies or
plans on the basis of economic rewards factors such as promotion.
Overall, the current study has extended the body of knowledge by examining the
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)
6. Conclusion
This study reports on employee career commitment through job satisfaction,
organisational commitment and job promotion variables. A review of the literature on
career commitment revealed that employee attitudes, behaviours and beliefs could be
influenced by employee career commitment variables. A conceptual approach was
developed on the basis of job satisfaction, organisational commitment and job
promotion variables, which were examined in this study to demonstrate the impact of
these factors on employee career commitment. Among the independent variables there
were higher correlations between job satisfaction and organisational commitment with
the career commitment. However, all independent job satisfaction, organisational
commitment and job promotion were found to be positively and significantly
correlated to career commitment. Overall, this study has significantly contributed to
the literature by examining the employee attitudes and behaviours towards career
commitment in the public sector organisation in a developing country.
References
Agho, A.O., Price, J.L. and Mueller, C.W. (1992), “Discriminant validity of measures of job
satisfaction, positive affectivity and negative affectivity”, Journal of Occupational and
Organizational Psychology, Vol. 65 No. 3, pp. 185-96.
Allen, N.J. and Meyer, J.P. (1990), “The measurement and antecedents of affective, continuance
and normative commitment to the organization”, Journal of Occupational Psychology,
Vol. 63 No. 1, pp. 1-18.
Alvi, S.A. and Ahmed, S.W. (1987), “Assessing organizational commitment in a developing Employee career
country: Pakistan, a case study”, Human Relations, Vol. 40 No. 5, pp. 267-80.
commitment
Bartol, K.M. (1979), “Professionalism as a predictor of organizational commitment, role stress,
and turnover: a multidimensional approach”, Academy of Management Journal, Vol. 22
No. 4, pp. 815-21.
Blau, G.J. (1985), “The measurement and prediction of career commitment”, Journal of
Occupational Psychology, Vol. 58 No. 4, pp. 277-88. 543
Blau, G.J. (1999), “Early-career job factors influencing the professional commitment of medical
technologists”, Academy of Management Journal, Vol. 42 No. 6, pp. 687-95.
Blau, G.J. and Boal, K.B. (1987), “Conceptualizing how job involvement and organizational
commitment affect turnover and absenteeism”, Academy of Management Review, Vol. 12
No. 2, pp. 288-300.
Brayfield, A.H. and Rothe, H.F. (1951), “An index of job satisfaction”, Journal of Applied
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)
1. Seungmo Kim. 2016. Perceived organizational support as a mediator between distributive justice and
sports referees’ job satisfaction and career commitment. Annals of Leisure Research 1-19. [CrossRef]
Downloaded by La Trobe University At 09:13 02 March 2016 (PT)