A Longitudinal Study of the Relationship between Career Management and Organizational Commitment among Graduates in the First Ten Years at Work
By J. Sturges, D. Guest, N. Conway, K. Davey. 2002
454 citations recorded by the source corpus.
Subfields: Gender Studies, General Health Professions, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/db1fe072aa876e44c565a58be4994b1fb428c0b2
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In Gender Studies
In General Health Professions
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Millennials’ Career Perspective and Psychological Contract Expectations: Does the Recession Lead to Lowered Expectations? (2010, background): “According to Sturges et al. (2002), as well as Loughlin and Barling (2001), Millennials highly value mentoring and training within organizations because it will allow them to continuously develop new skills and remain attractive on the labor market.”
- Proactive career behaviours and career success during the early career (2009, methodology): “literature (e.g. Sturges et al., 2000; 2002 ).”
- Organizational Support, Individual Attributes, and the Practice of Career Self-Management Behavior (2010, methodology): “Third, it is determined by whether their career strategy is aimed at furthering their career within their current organization or directed at managing themselves out of the organization, in the context of what appears to be the most favorable career option (Chiaburu et al., 2006; Kossek, Roberts, Fi”
- Unraveling the relationship between organizational career management and the need for external career counseling (2007, unknown): “Several authors (Hiltrop, 1995; Sturges et al., 2002) believe that organizational career management exerts a stimulating effect on the career initiatives of individuals. Van Dam (2004) found that employees who experience organizational career support take more career initiatives of their own accord.”
- When do salary and job level predict career satisfaction and turnover intention among Chinese managers? The role of perceived organizational career management and career anchor (2014, background): “…resources (e.g., salary, job level, promotion) and socioemotional resources, such as organizational support (e.g., Eisenberger, Huntington, Hutchison, & Sowa, 1986), leader–member exchange (e.g., Settoon, Bennett, & Liden, 1996), and organizational career management (e.g., Sturges et al., 2002).”
- The Career Engagement Scale (2014, methodology): “In addition, we reviewed several scales measuring different career behaviors in a more diverse way (Claes & Ruiz-Quintanilla, 1998; Kossek et al., 1998; Noe, 1996; Raabe, Frese, & Beehr, 2007; Sturges, Conway, Guest, & Liefooghe, 2005; Sturges et al., 2002).”
- The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, methodology): “It was expected that the majority of the participants would be young employees with the Bachelor’s degree who are viewed as the future of the organizations talent and would receive investments in HRD (Sturges et al. 2002).”
- The Relationship Between Career-Related Antecedents and Graduates’ Anticipatory Psychological Contracts (2009, background): “includes, among others, self-analysis of talents, c apacities and career ambitions (Noe, 1996; Sturges et al., 2000; 2002 ).”