Impact of perceived organizational support and psychological empowerment on affective commitment: Mediation role of indi
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Impact of perceived organizational support and psychological empowerment on affective commitment: Mediation role of individual career self-management J. A. Yogalakshmi 1 & L. Suganthi 1
# Springer Science+Business Media, LLC, part of Springer Nature 2018
Abstract Identification and retention of talented workforce is of utmost importance in the current career scenario. This research studied mediating role of individual career self-management and tested a theoretical model examining direct and indirect relationships among perceived organizational support (POS), psychological empowerment (PE), individual career self-management (ICM) and affective commitment (AC). Data was collected from a sample of 270 IT employees designated as ‘talent’ in their respective organizations from the southern part of India. We employed structural equation modeling technique to test proposed research hypotheses. The result supported the idea that perceived organizational support and psychological empowerment positively affects individual career self-management. Individual career self-management was the significant antecedent of affective commitment. Regarding mediation hypothesis, individual career self-management was found to fully mediate the relationship between psychological empowerment and affective commitment. Further, it acted as partial mediator between perceived organizational support and affective commitment. Implication for future research and practices are discussed. Keywords Career self-management . Affective commitment . Perceived organizational support . Psychological empowerment . Talent retention
In recent decades, career literature has highlighted the importance of career self-management in achieving positive work and career outcomes. (Akkermans et al. 2013; Bezuidsenhout 2011; King 2004; Spurk et al. 2016). Career self-management refers to an individual’s proactive behavior aimed at management of his/her career (Akkermans et al. 2013; King 2004; Kossek et al. 1998; Orpen 1994). Recent changes to the business environment involving globalization, technological up gradation, employee empowerment (Thite 2001), organization restructuring (Nicholson 1996), downsizing and delayering have adversely affected the implicit promise that exists between employer and employee (Guest 1998). This has led to the emergence of new career concepts like protean (Hall 2002)
* J. A. Yogalakshmi [email protected] L. Suganthi [email protected] 1
Department of Management Studies, Anna University, Chennai 600025, India
and boundary- less career (Michael B Arthur and Rousseau 1996; Michael B. Arthur 2014), reflecting diminishment of loyalty in response to the breach of psychological contract (Direnzo and Greenhaus 2011; Srikanth 2012; Thite 2001). In the modern career environment, most organizations do not promise job security and career growth (Baruch 2014). Yet, to achieve effective talent retention, organizations have been, in recent years, focusing on motivating employees through skill improvement (Dries and Pepermans 2008; Thite
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