As the social context, cultural background, and economic development standard in China are quite different from those western countries, career management in China will be a very interesting and informative research topic. Do both organizational career management and individual career management have the similar components in China as in other countries? Do they both have the similar effect on the employees' feeling and behavior in organizations? This research was designed to answer these kinds of questions.
In detail, the dimensions of organizational career management and individual career management were separately identified by in-depth interview, open questionnaire, and structural questionnaire first; then, some data from different kinds of companies were collected to find out the construct of career management components; finally their conceptual adaptability was confirmed by the use of the career management questionnaires. In addition, this study tries to decide the effect of the organizational career management on individual career management, the effect of the organizational career management on consequence variables, the effect of the individual career management on consequence variables, and the effect of independent variables on the individual career management.
The process of this research was divided into three stages. At stage 1, organizational career management and individual career management were identified by the in-depth interview, open questionnaire, and literature review After then, a pilot study was implemented using 177 subjects both to test the quality of questionnaire items and to find out the problems while investigating. At stage 2, revised career management questionnaires from stage 1 were implemented in 13 different companies, and 449 valid questionnaires were collected. At stage 3, final questionnaires from stage 2 were completed in 11 companies and 399 valid questionnaires collected.
Four-component construct of organizational career management was confirmed by the analysis of 449 subjects from stage 2 using the exploratory factor analysis (i.e. EFA), principal component extraction, and varimax rotation first. The four dimensions were named as fair promotion, training, career development, and information spread. Then the four-component construct was confirmed the best one compared with one-component model, and two-component model by the analysis of 399 subjects using confirmatory factor analysis (i.e. CFA). In addition, the results also indicated that the organizational career management (i.e. OCM) questionnaire had high reliability and validity. Finally, the results indicated that OCM had significant positive effect on consequence variables, which included career commitment, organizational commitment, career satisfaction, and self-rating performance.
Five-component construct of individual career management (i.e. ICM) was determined by the analysis of 449 subjects from stage 2 using the EFA, principal component extraction, and varimax rotation. The five dimensions were named as exploration, career goal setting and strategy identification, continuous learning, self-nomination, and interpersonal relationship orientation. Then, the results indicated that the fve parallel component construct was confirmed the best one compared with different kinds of hierarchical five-component model by the analysis of 399 subjects using CFA, and that the five-component construct had best fit index in one-component model, two-component model, three-component model, and four-component model. The study also found that the ICM questionnaire had high reliability and validity.
ICM had significant positive erect on consequence variables, i.e., organizational commitment, and career satisfaction. Not only did OCM but also general self-efficacy, mastery motivation, and performance motivation have positive erects on individual career management.