Pages: 542 - 556 Abstract: Career Development International, Volume 23, Issue 6/7, Page 542-556, November 2018. Purpose In the context of workforce aging, the purpose of this paper is to investigate the mediating role of occupational future time perspective (OFTP) in the relationship between work–family enrichment (WF-E) and two well-being outcomes (i.e. work engagement and emotional exhaustion). In addition, the moderating role of age on the relationship between WF-E and OFTP, and consequently, on the indirect effects of WF-E on work engagement and emotional exhaustion through OFTP, will be examined. Design/methodology/approach Cross-sectional survey research (n=263) was conducted in a public sector company in Belgium. Structural equation modeling and bootstrap analyses were performed to investigate the hypothesized relationships. Findings The dimension “remaining opportunities” of OFTP mediated the positive relationship between WFE and work engagement, and the negative relationship between WFE and emotional exhaustion. Chronological age moderated the positive relationship between WFE and the dimension “remaining time” of OFTP, with stronger effects among older workers. Research limitations/implications This research has confirmed that OFTP is influenced by WFE and that WFE matters, especially for older workers. Future research should continue to study the effects of the work–family interface on older workers. Practical implications Age management practices should take WFE into consideration when managing an aging workforce. In particular, older workers may benefit from WFE to increase their perception of remaining opportunities at work, which, in turn, increase well-being. Originality/value This study contributes evidence for the role of personal resources (i.e. remaining opportunities) in the relationship between WF-E and well-being at work. Citation: Career Development International PubDate: 2018-11-06T03:04:28Z DOI: 10.1108/CDI-02-2018-0043
Pages: 576 - 594 Abstract: Career Development International, Volume 23, Issue 6/7, Page 576-594, November 2018. Purpose The purpose of this paper is to test the interactive effects of grit (e.g. supervisor and employee) and politics perceptions on relevant work outcomes. Specifically, the authors hypothesized that supervisor and employee grit would each demonstrate neutralizing effects when examined jointly. Design/methodology/approach Three studies (N’s=526, 229, 522) were conducted to test the moderating effect across outcomes, including job satisfaction, turnover intentions, citizenship behavior and work effort. The authors controlled for affectivity and nonlinear main effect terms in Studies 2 and 3 following prior discussion. Findings Findings across studies demonstrated a unique pattern differentiating between grit sources (i.e. employee vs supervisor) and outcome characteristic (i.e. attitudinal vs behavioral). In sum, both employee and supervisor grit demonstrated neutralizing effects when operating in politically fraught work settings. Research limitations/implications Despite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from multiple sources of data as well as a more expansive view of the grit construct. Practical implications Work contexts have grown increasingly more political in recent years primarily as a result of social and motivational factors. Hence, the authors recommend that leaders investigate factors that minimize its potentially malignant effects. Although grit is often challenging to cultivate through interventions, selection and quality of work life programs may be useful in preparing workers to manage this pervasive source of stress. Originality/value Despite its practical appeal, grit’s impact in work settings has been under-studied, leading to apparent gaps in science and leadership development. Creative studies, building off the research, will allow grit to maximize its contributions to both scholarship and employee well-being. Citation: Career Development International PubDate: 2018-11-06T03:09:09Z DOI: 10.1108/CDI-09-2018-0247
Abstract: Career Development International, Ahead of Print. Purpose Research examining the effect of helping on outcomes related to helpers has gained some mixed results. The purpose of this paper is to reconcile such inconsistency by understanding the multi-dimensional nature of helping behavior. Design/methodology/approach The authors first develop a helping behavior scale that differentiates between the proactive and reactive form of helping. Furthermore, the authors also examined whether these two forms of helping are differently related to employees’ well-being. Data were collected from 448 employees and their immediate supervisors working in different organizations in the South Jiangsu province, in which the authors examined the main relationship and also explored the mediating effect of meaningfulness. Findings Results provided corroborating evidence that helping behavior was a multi-dimensional construct, consisting of proactive and reactive dimensions. Furthermore, the authors are also able to support discriminatory validity between these two dimensions by showing that they are differently related to employees’ well-being. Practical implications This paper contributes to management practice by specifying the benefits and detriments of different kinds of helping behaviors. Originality/value The findings of this study do not only provide ideas to explain contradictions in the effect of helping behaviors on helpers themselves, but also deepens scholars’ knowledge and understanding toward helping behavior. Citation: Career Development International PubDate: 2018-11-15T02:05:31Z DOI: 10.1108/CDI-01-2018-0014
Abstract: Career Development International, Ahead of Print. Purpose The rise of social media marketing has brought significant implications for advertising industry and its organizations. The traditional role of advertising professionals had been changing from a clear identity to an unclear one. However, previous research has studied relatively little about advertising professionals’ roles and identities or how they may be changing in the social media marketing era. The paper aims to discuss these issues. Design/methodology/approach A qualitative, interpretive approach was taken in this study. It involved 32 in-depth interviews with advertising professionals in advertising organizations differing in size, digital focus and ownership in different multinational full-service advertising organizations and digital organizations. Findings The findings indicated that the role of advertising professionals is innovating from a traditional “idea generator” to a “solution facilitator” in response to the social media marketing. Originality/value This study identified the key experiences of advertising professionals that they were found to have divergent role identities linked to their identification with traditional and digital organizations. Citation: Career Development International PubDate: 2018-11-15T02:01:03Z DOI: 10.1108/CDI-03-2018-0080
First page: 557 Abstract: Career Development International, Ahead of Print. Purpose In spite of the recent meta-analysis by Martin et al. (2016), we have very little insight about the theoretical mechanism explaining the leader–member exchange–counterproductive work behavior (LMX–CWB) relationship. Drawing on social cognitive theory, the purpose of this paper is to test if occupational self-efficacy functions as a mediating mechanism to explain the relationship between LMX quality and counterproductive performance directed toward the supervisor. In addition, based on the conservation of resources theory, the paper investigates if supervisor–subordinate relationship tenure acted as a second-stage moderator of this mediated relationship. Design/methodology/approach The authors used two-wave time-lagged data from a sample of 189 high-tech professionals to test the hypotheses, controlling for age, sex, and trust. Findings The results of this paper showed that occupational self-efficacy carried the effect of LMX quality on counterproductive performance, but only for workers who have longer supervisor–subordinate relationship tenure. Originality/value This paper is unique in proposing and testing a social cognitive mechanism to explain the relationship between LMX quality and counterproductive performance. As Johns (2017) advocated, the authors incorporated length of time, a contextual variable into this study by investigating supervisor–subordinate relationship tenure as moderating the proposed mediated relationship. Citation: Career Development International PubDate: 2018-10-25T01:44:44Z DOI: 10.1108/CDI-05-2018-0134
First page: 595 Abstract: Career Development International, Ahead of Print. Purpose The purpose of this paper is to explore the effects of authentic leadership on employees’ objective (hierarchical status) and subjective (career satisfaction) career success. In addition, this paper attempts to examine the mediating role of career self-efficacy in these relationships. Design/methodology/approach The sample for this cross-sectional study comprised of 162 Pakistani employees drawn from a leading food and beverage company. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses. Findings Results showed that career self-efficacy fully mediated the relationship between authentic leadership and hierarchical status, while it partially mediated the effects of authentic leadership on career satisfaction. Practical implications The findings of this study indicate that authentic leadership behaviours can have a positive impact on employees’ career success. Thus, in order to ensure that employees accomplish their career goals and realise their full potential, it is vital that organisations devise strategies, which are geared towards promoting authentic leadership. Originality/value This paper provides a first examination of the relationship between authentic leadership and two indicators of career success: hierarchical status and career satisfaction. In addition, it identifies one possible pathway in the form of career self-efficacy through which authentic leadership relates to employees’ career success. Citation: Career Development International PubDate: 2018-11-05T08:47:17Z DOI: 10.1108/CDI-05-2018-0160
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