Competency development and career success De Vos, Ans; De Hauw, Sara; Heijden, Beatrice I. J. M. van der
Journal of vocational behavior,
10/2011, Letnik:
79, Številka:
2
Journal Article
Recenzirano
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The present study aims to unravel the relationship between competency development, employability and career success. To do so, we tested a model wherein associations between employee participation in ...competency development initiatives, perceived support for competency development, self-perceived employability, and two indicators of subjective career success (i.e. career satisfaction and perceived marketability) have been specified. A survey was conducted among a sample of 561 employees of a large financial services organization. The results support the idea that employee participation in competency development initiatives as well as perceived support for competency development is positively associated with workers' perceptions of employability. Moreover, self-perceived employability appeared to be positively related with career satisfaction and perceived marketability. A full mediation effect was found for the relationship between participation in competency development initiatives and both career satisfaction and perceived marketability, while a partial mediation effect was found in case perceived support for competency development was the predictor variable. The implications of our findings for understanding the process through which individuals and organizations can affect subjective career success are discussed.
► We model the relationship between competency development and career success. ► Employee participation in competency development relates to career success. ► Perceived support for competency development relates to career success. ► Self-perceived employability mediates these relationships.
This study investigates the effect of training and development (T&D) on firm innovation. Given the inconsistent findings on the performance implications of T&D and the lack of studies on the ...T&D–innovation relationship, we elaborate the multiple dimensions of T&D, intermediate employee outcomes, and boundary conditions to elucidate the pathways of T&D toward firm innovation. We specifically identify two distinct T&D dimensions, namely, firm investment and employees’ positive perceptions. The former and the latter, respectively, reflect top‐down and bottom‐up approaches. We suggest that these two dimensions indirectly affect firm innovative performance by enhancing employees’ competence and commitment. We further hypothesize that T&D‐related contingencies (i.e., employees’ voluntary participation and T&D evaluation) moderate the indirect effects of T&D on firm innovative performance. We examine the current framework by using multisource data collected at three time points over a 5‐year period from 325 Korean organizations. Our analysis confirms that the positive indirect effect of T&D on firm innovative performance through employees’ competence and commitment becomes stronger (a) when employees voluntarily participate in T&D and (b) when firms do not implement T&D evaluation. This study provides useful and valid theoretical explanations and practical insights into the design and implementation of T&D in firms.
With a growing prominence of sophisticated econometric research in the field of New Economics of Participation (NEP), it is of particular value to learn about real-world examples of participatory and ...labor-managed firms in the advanced market economies through extensive case studies. In this volume, the authors present such case studies.
We study how firms across different countries and regions deploy human capital for innovation. Based on survey data from 304 manufacturing firms across 13 economies, we find that both task-related ...training and employee participation improve firm innovation in terms of the commercial success of new product development and the percentage of firm revenue from newly developed products. More importantly, the effects of training on innovation are stronger when firms have a high (rather than low) centralization of authority and when firms are located in fast- (rather than slow-) growing economies; in contrast, the effects of employee participation remain the same across levels of firm centralization and rates of growth in the economy. Our findings contribute to the research on the deployment of human capital in an international context and offer practical implications for global managers.
•We study how manufacturing firms deploy human capital to boost innovation.•Research based on data from 304 manufacturing plants across 13 economies.•Both top-down practices and bottom-up practices to deploy human capital are studied.•Effects of training on innovation are stronger.•Effects of employee participation remain the same.
Employee nonparticipation in well-being programs is common, but not well understood. Development of a systems-based framework to characterize reasons for nonparticipation can inform efforts to ...enhance engagement.
Following literature review and building on previous research, a systems-based model was developed to contextualize participation barriers.
Well-being program nonparticipation is more frequent among low-wage workers as well as minority subpopulations. Contributors include employer factors, such as inequitable benefits design, and employee factors, such as lack of perceived relevance, barriers to access, and lower prioritization of personal health needs.
A systems-based approach to evaluating well-being program nonparticipation can help identify factors contributing to employee nonparticipation and lead to targeted policy and practice changes that encourage greater employee engagement.
In Workers' Self-Management in Argentina, Marcelo Vieta homes in on the history, consolidation, and socio-political dimensions of Argentina's empresas recuperadas por sus trabajadores ...(worker-recuperated enterprises), a worker-led company occupation movement that has surged since the turn-of-the-millennium and the country's neo-liberal crisis.
The study introduces three forms of employee participation in decision making in SMEs (work role, HR, and strategic) and tests two competing hypotheses regarding their positive and negative ...relationships with one aspect of employee wellbeing, namely job satisfaction. It further explores if one internal boundary condition - firms' exploitation and exploration - moderates the three participation-satisfaction relationships. Using multilevel data collected from top managers and employees in Swedish SMEs, the results support positive connotations of participation, with work role participation having the strongest relationship with employee job satisfaction. The results additionally highlight the role of firms' explorative orientation as an internal boundary condition for the three participation-satisfaction relationships. Specifically, the positive relationships of work role and strategic participation forms with job satisfaction were stronger under high levels of exploration. Surprisingly, participation in HR issues related negatively to satisfaction under the same conditions. The study advances HRM-SME research by discussing these findings, highlighting their implications for practitioners in SMEs, and proposing avenues for future research.
Despite the amount of theorization on the forms and effects of participation, relatively little research directly examines what the concept of workplace participation entails in the minds of ...employees, and whether employees across cultures think positively when the concept of participation is activated in their mental representation. Three studies (
= 1,138 full-time employees) investigated the perceptions and preferences of full-time employees from the United States and China, cultures that might be expected to differ in their societal participation norm. Using a free association test and text analyses, Study 1 demonstrated that Chinese and American employees differed in their construal of workplace participation, yet both culture groups associated positive valence to the concept of participation. Study 2 showed that employees' preference for workplace participation is positively related to their perceptions of its outcomes on productivity, job satisfaction, and workplace conflict. Study 3 had employees interact with either a prototypically high or low participation work environment and tested whether clear cultural contrasts might occur. American employees expressed unambiguous endorsement and predicted positive outcomes of a high participation workplace, whereas Chinese employees expressed slightly higher endorsement to a low participation work environment and associated it with higher productivity. This research provides insights on how workplace participation is construed by employees from different cultures, especially from cultures where democratic participation is not the normative default. Different perspectives on workplace participation across cultures may inform practitioners of the goals and approaches when shaping a more participatory workplace and a more democratic society.
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