Succession voids, caused by baby boom retirements and the emergence of the protean career, make developing and retaining talent one of the most vital activities for the long term viability of organizations (Rothwell, 2002). Organization Career Management (OCM) offers the most viable intervention for addressing this challenge (Baruch & Peiperl, 2000). Prevailing OCM programs generically implement OCM elements without regard for changing perspectives with respect to career development, and generally fail to integrate established job attitude insight into OCM element selections. Furthermore, OCM research generally fails to integrate the two vital aspects of OCM: promotional systems and employee development. This study proposes two research paradigms that expand OCM research. First, it is proposed that OCM elements can be vertically targeted to varying points of career progression, maximizing resources and program outcomes. Second, it is proposed that promotional systems must be integrated with employee development in OCM research. A sample of 115 public sector employees was surveyed to gather data in three categories of perceptions – current job attitudes, perception of potentially effective OCM elements, and perception of individual OCM element’s potential impact on individual job attitudes. ANOVA and correlation analysis reveal that significant perception patterns exist, along career progression, that offer the ability to vertically target OCM selections; furthermore, within these patterns, job attitude insights can also guide OCM selections in a vertically targeted manner. The need to integrate promotional systems with employee development is also supported. Ultimately, this study is the first step toward offering a more concise framework for selecting OCM elements from random element listings in the literature.
|Adviser||Michael H. McGivern|
|Subjects||Management; Occupational psychology|
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