Career decision-making self-efficacy, integration, and the likelihood of managerial retention in governmental agencies
✍ Scribed by Shari Peterson
- Publisher
- John Wiley and Sons
- Year
- 2009
- Tongue
- English
- Weight
- 136 KB
- Volume
- 20
- Category
- Article
- ISSN
- 1044-8004
No coin nor oath required. For personal study only.
✦ Synopsis
Results based on responses from 679 managers in three governmental agencies confirmed that career-related organizational practices and relationships impacted their staying in the organization. Specifically, managers who scored higher in career decision-making self-efficacy, a relatively new variable to the turnover literature, career integration, and work-life balance, were 63-69% more likely to stay. HRD has an opportunity to identify organizational work environments that lead to a greater sense of managerial employee connectedness (integration) with the organization. As well, HRD could strategically reduce costs associated with turnover by leading initiatives to design and develop or enhance career development. If managers have greater opportunities to identify career paths and achieve their career goals within their current organizations, they may be less likely to seek those opportunities elsewhere.
Voluntary managerial turnover continues to be problematic in organizations, in part due to high costs to replace managerial expertise, knowledge, and skills (