Share This Article:

Career Success of Knowledge workers: The Effects of Perceived Organizational Support and Person-Job Fit

Abstract Full-Text HTML Download Download as PDF (Size:201KB) PP. 389-394
DOI: 10.4236/ib.2010.24051    10,417 Downloads   17,161 Views   Citations
Author(s)    Leave a comment

ABSTRACT

The purpose of this paper is to review relevant literatures on career success and develop a theoretical framework and testable propositions concerning how person-job ?t and perceived organizational support relate to career success.

Conflicts of Interest

The authors declare no conflicts of interest.

Cite this paper

Y. Chen, "Career Success of Knowledge workers: The Effects of Perceived Organizational Support and Person-Job Fit," iBusiness, Vol. 2 No. 4, 2010, pp. 389-394. doi: 10.4236/ib.2010.24051.

References

[1] F. Blackler, “Knowledge, Knowledge Work and Organizations: An Overview and Interpretation,” Organization Studies, Vol. 16, No. 6, 1995, pp. 1021-1046.
[2] P. Drucker, “Knowledge-Worker Productivity: The Biggest Challenge,” California Management Review, Vol. 41, No. 2, 1999, pp. 79-94.
[3] G. Tovstiga, “Pro?ling the Knowledge Worker in the Knowledge Intensive Organization: Emerging Roles,” International Journal of Technology Management, Vol. 18, No. 9-10, 1999, pp. 14-28.
[4] D. T. Hall and L. W. Foster, “A Psychological Success Cycle and Goal Setting: Goals, Performance and Attitudes,” Academy of Management Journal, Vol. 20, No. 2, 1977, pp. 282-290.
[5] J. E. Rosenbaum, “Organizational Career Systems and Employee Misperceptions,” In: M. B. Arthur, D. T. Hall and B. S. Lawrence, Eds., Handbook of Career Theory, Cambridge University Press, New York, 1989, pp. 329- 353.
[6] Y. W. C. Aryee and J. Chew, “An Investigation of the Predictors and Outcomes of Career Commitment in Three Career Stages,” Journal of Vocational Behaviour, Vol. 44 No. 1, 1994, pp. 1-16.
[7] A. L. Kristof-Brown, R. D. Zimmerman and E. C. Johnson, “Consequences of Individuals’ ?t at Work: A Meta- Analysis of Person-Job, Person-Organization, Person- Group, and Person-Supervisor Fit,” Personnel Psychology, Vol. 58, No. 2, 2005, pp. 281-342.
[8] A. L. Kristof, ‘‘Person-Organization Fit: An Integrative Review of Its Conceptualizations, Measurement, and Implications,” Personnel Psychology, Vol. 49, No. 3, 1996, pp. 1-49.
[9] J. D. Werbel and S. W. Gilliland, “Person-Environment ?t in the Selection Process,” In: G. E. Ferris, Ed., Research in Personnel and Human Resource Management, Elsevier Science, Oxford, Vol. 17, 1999, pp. 209-243.
[10] L. Parkes, S. Bochner and S. Schneider, “Person-Organi- zation Fit across Cultures: An Empirical Investigation of Individualism and Collectivism,” Applied Psychology: An International Review, Vol. 50, No. 1, 2001, pp. 81-108.
[11] S. Carless, “Person-Job Fit versus Person-Organization Fit as Predictors of Organizational Attraction and Job Acceptance Intentions: A Longitudinal Study,” Journal of Occupational and Organizational Psychology, Vol. 78, No. 3, 2005, pp. 411-429.
[12] C. Ostroff, Y. Shin and A. J. Kinicki, “Multiple Perspectives of Congruence: Relationships between Value Congruence and Employee Attidudes,” Journal of Organizational Behavior, Vol. 26, No. 6, 2005, pp. 591-623.
[13] D. M. Cable and D. S. DeRue, “The Convergent and Discriminate Validity of Subjective Fit Perceptions,” Journal of Applied Psychology, Vol. 87, No. 5, 2002, pp. 875-884.
[14] R. D. Bretz and T. A. Judge, “Person-Organization Fit and the Theory of Work Adjustment: Implications for Satisfaction, Tenure, and Career Success,” Journal of Vocational Behavior, Vol. 44, 1994, pp. 32-54.
[15] L. Cennamo and D. Gardner, “Generational Differences in Work Values, Outcomes and Person-Organization Values Fit,” Journal of Managerial Psychology, Vol. 23, No. 8, 2008, pp. 891-906.
[16] J. R. Edwards, ‘‘Person-Job Fit: A Conceptual Integration, Literature Review, and Methodological Critique,” In: C. L. Cooper and I. T. Robertson, Eds., International Review of Industrial and Organizational Psychology, Wiley, New York, Vol. 6, 1991, pp. 283-357.
[17] A. R. Wheeler, V. C. Gallagher, R. L. Brouer and C. J. Sablynski, “When Person-Organization (Mis)fit and Job (Dis)satisfaction Predict Intent to Turnover: The Moderating Influence of Perceived Job Mobility,” Journal of Managerial Psychology, Vol. 22, No. 2, 2006, pp. 203- 219.
[18] R. Eisenberger, P. Fasolo and V. Davis LaMastro, “Perceived Organizational Support and Employee diligence, Commitment, and Innovation,” Journal of Applied Psychology, Vol. 75, No. 1, 1990, pp. 51-59.
[19] R. J. Riggle, D. R. Edmondson and J. D. Hansen, “A Meta-Analysis of the Relationship between Perceived Organizational Support and Job Outcomes: 20 Years of Research,” Journal of Business Research, Vol. 62, No. 12, 2009, pp. 1027-1030.
[20] L. Rhoades and R. Eisenberger, “Perceived Organizational Support: A Review of the Literature,” Journal of Applied Psychology, Vol. 87, No. 4, 2002, pp. 698-714.
[21] R. A. Noe, “Is Career Management Related to Employee Development and Performance?” Journal of Organizational Behavior, Vol. 17, No. 3, 1996, pp. 119-133.
[22] J. Greenhaus, S. Parasuraman and W. Wormley, “Effects of Race on Organizational Experiences, Job Performance Evaluations, and Career Outcomes,” Academy of Management Journal, Vol. 33, No. 1, 1990, pp. 64-86.
[23] G. F. Dreher and R. A. Ash, “A Comparative Study of Mentoring among Men and Women in Managerial, Professional, and Technical Positions,” Journal of Applied Psychology, Vol. 75, No. 5, 1990, pp. 539-546.
[24] C. Kirchmeyer, “Determinants of Managerial Career Success: Evidence and Explanation of Male/Female Differences,” Journal of Management, Vol. 24, No. 6, 1998, pp. 673-692.
[25] W. Whitely, T. Dougherty and G. Dreher, “Relationship of Career Mentoring and Socioeconomic Origin to Managers’ and Professionals’ Early Career Progress,” Academy of Management Journal, Vol. 34, No. 2, pp. 331- 351.
[26] D. Turban and T. Dougherty, “Role of Protégé’s Personality in Receipt of Mentoring and Career Success,” Academy of Management Journal, Vol. 37, No. 4, 1994, pp. 688-702.
[27] J. E. Wallace, “The Benefits of Mentoring for Female Lawyers,” Journal of Vocational Behavior, Vol. 58, No. 3, 2001, pp. 366-391.
[28] G. Nabi, “The Relationship between HRM, Social Support and Subjective Career Success among Men and Women,” International Journal of Manpower, Vol. 22 No. 5, 2001, pp. 457-474.
[29] B. R. Barnett and L. M. Bradley, “The Impact of Organizational Support for Career Development on Career Satisfaction,” Career Development International, Vol. 12, No. 7, 2007, pp. 617-636.
[30] H. I. Ballout, “Career Success: The Effects of Human Capital, Person-Environment Fit and Organizational Su- pport,” Journal of Managerial Psychology, Vol. 22, No. 8, 2007, pp. 741-765.
[31] M. Peiperl and Y. Baruch, “Back to Square Zero: The Post-Corporate Career,” Organizational Dynamics, Vol. 25, No. 4, 1997, pp. 7-22.
[32] C. R. Leana, “The Changing Organizational Context of Careers,” In: D. C. Feldman, Eds., Work Careers: A Developmental Perspective, Jossey Bass, San Francisco, 2002.
[33] G. Nabi, (2003), “Situational Characteristics and Subjective Career Success: The Mediating Role of Career-En- hancing Strategies,” International Journal of Manpower, Vol. 24, No. 6, pp. 653-672.
[34] S. E. Seibert, J. M. Crant and M. L. Kraimer, “Proactive Personality and Career Success,” Journal of Applied Psychology, Vol. 84, No. 3, 1999, pp. 416-427.

  
comments powered by Disqus

Copyright © 2018 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.