Does supporting employees' career adaptability lead to commitment, turnover, or both?
✍ Scribed by Jack K. Ito; Céleste M. Brotheridge
- Publisher
- John Wiley and Sons
- Year
- 2005
- Tongue
- English
- Weight
- 149 KB
- Volume
- 44
- Category
- Article
- ISSN
- 0090-4848
No coin nor oath required. For personal study only.
✦ Synopsis
Developing workforce flexibility is a central organizational strategy in pursuing innovation, adaptation, and efficiency. To meet changing needs for knowledge, skills, and abilities (KSAs), organizations may develop employees under the umbrella of employment security or they may use market mechanisms such as hiring and disengagement, defined-term contracts, and outsourcing. Although growing organizations may employ both strategies, the trend toward the latter at the expense of the former has eroded the notion of the long-term career and altered the corresponding psychological contract with employees (Brockner, 1992;Tsui, Pearce, Porter, & Hite, 1995). Today, careers once thought to be secure, including those within the professional, technical, and managerial classifications, are at risk (Sullivan, 1999). To manage this risk, employees are being encouraged to increase their career adaptability through a combination of career resilience (London, 1983(London, , 1993)), development activities, and networking. Career adaptability enhances employability within and outside an organization (