Career Success

Published: 2021-09-11 00:20:09
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Category: Car

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This study proposes to analyze the relation between subjective success, the affective and continuance components of organizational ommitment and the intention to leave the organization, in order to re? ect the repercussions on organizational and individual levels. Despite the increasing importance of the organizational commitment and the relevance of subjective success in the current context of the professional careers, a gap exists in specialized literature. The hypotheses were tested by means of a structural equations model and it has been observed that individual perception of the success achieved in professional careers has a positive relation to affective commitment and a negative relation o employees’ continuance commitment.
The relation between these two types of commitment and the intention to leave are those anticipated in the current literature. Finally, contextualising the present paradigm shift in psychological contracts and the pro? les of a professional career, the implications of this study on human resources policies are considered and future lines of investigation are suggested.,

In this way, society in general tends to benefit from the fact that organizations have committed employees, in terms of greater national productivity and efficiency at work (Mathieu and Zajac, 1990). In the same way, in recent years, the fight for talent has become a very important factor in the current organizational context (Somaya and Williamson, 2008). Attracting, retaining and assuring the satisfaction of key employees constitutes one of the fundamental factors in obtaining sustainable competitive advantages.
Therefore, promoting organizational commitment of talented workers ensures a higher level of intellectual capital in organizations (Ulrich, 1998) and lasting returns. In a similar way, according to Judge, Cable, Boudreau and Bretz (1995), organizations are more effective if they promote the psychological success of their employees, that is to say, the more effective are those that have employees with greater intrinsic satisfaction with their professional careers, as well as objective progress.

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