Does supporting employees' career adaptability lead to commitment, turnover, or both?

By Jack K. Ito, Céleste M. Brotheridge. 2005

237 citations recorded by the source corpus.

Subfields: Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/260b8519d74fd02d3c8831e2493803508b5bc91e

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In Education

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effects of Job Demands, Job Resources and Intrinsic Motivation on Emotional Exhaustion and Turnover Intentions: A Study in the Turkish Hotel Industry (2008, background): “Research shows that job demands and job resources, besides affecting emotional exhaustion, are also closely related to employees' turnover intentions ( Brashear, Lepkowska-White, & Chelariu, 2003 ; Ito & Brotheridge, 2005 ; Zellars, Hochwarter, Perrewe, Miles, & Kiewitz, 2001 ).”
Antecedents of Employees’ Involvement in Work-Related Learning (2013, background): “…has shown that the level of education is an especially important predictor of participation in formal training (e.g., Greenhalgh & Mavrotas, 1994; Ito & Brotheridge, 2005; Tharenou, 1997): Employees with a higher level of education tend to participate more in such training (e.g., Albert et al.,…”
Service quality and turnover intentions as perceived by employees (2011, background): “Retaining employees is related to the field of employee-turnover management (Lto and Brotherridge, 2005).”
Protean and boundaryless career attitudes and organizational commitment: The effects of perceived supervisor support (2012, background): “In line with these changes, supervisor support may help organizations to maintain organizational commitment by enhancing the career development and employability of employees (Ito & Brotheridge, 2005).”
Career Adaptability With or Without Career Identity (2018, methodology): “First, we further elaborate on the nomological network of career adaptability by investigating its relationships with both organizational and individual career success to test the management paradox (Ito & Brotheridge, 2005; Klehe et al., 2011).”
A Systematic Review of the Career Adaptability Literature and Future Outlook (2018, methodology): “Ito and Brotheridge (2005) used career development activities and career resilience as measures of career adaptability but seemingly did not connect this to a clear theory, and Kenny and Bledsoe (2005) used school identification, perceptions of educational barriers, outcome expectancies, and career…”
Exploring the path through which career adaptability increases job satisfaction and lowers job stress: The role of affect (2015, background): “Ito and Brotheridge (2005) found that contextual factors also may foster employees' career adaptability.”
Organizational commitment, organization-based self-esteem, emotional exhaustion and turnover: A conservation of resources perspective (2011, background): “Indeed, higher perceived competencies may lead to career mobility and help employees remain confident in their value on the job market (Ito and Brotheridge, 2005).”