A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work

J Sturges; D Guest; N Conway; K M Davey

doi:10.1002/job.164

A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work

J Sturges, D Guest, N Conway, K M Davey

Research output: Contribution to journal › Article › peer-review

259 Citations (Scopus)

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 (C) 2002 John Wiley Sons, Ltd.

Original language	English
Pages (from-to)	731 - 748
Number of pages	18
Journal	JOURNAL OF ORGANIZATIONAL BEHAVIOR
Volume	23
Issue number	6
DOIs	https://doi.org/10.1002/job.164
Publication status	Published - Sept 2002

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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

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