The Influence Of Organizational Career Management On Employee Engagement

With the development of studies on behavioural science, management community has paid more attention on the relationship between employees and organizations, especially on employee engagement which has been a new field in organizational management in recent years. More surveys and studies show that employee engagement has an essential effect on organizational performance. And it is also an important predictor of enterprise’s long-term success. However, employee engagement of Chinese enterprises is generally lower than that in western countries. Therefore, it is very important for enterprises to improve their employee engagement. This article, based on Chinese culture background, studies the impact of organizational career management on employee engagement from the perspective of organizational career management. Then we examine the moderating effect of employee’s proactive personality between these two variables.Based on 226 samples of data, this study divides the organizational career management into four dimensions, i.e., fair promotion, certain training, career awareness and career information, then regards employee engagement as a single dimensional variable, and finally take enterprise employees as the research object to explore the relationship between organizational career management and employee engagement. By theoretical analysis and empirical research, it shows that:(1) both organizational career management and its four dimensions (fair promotion, training, career information and career awareness) have positive effect on employee engagement, and these four effects get weakened in turn; (2) proactive personality also have positive effect on employee engagement, but it is lower than that of organizational career management; (3) proactive personality has a positive moderating effect on the relationship between fair promotion, certain training and engagement, whereas it has a negative moderating effect on the relationship between career awareness and engagement.The results of this research indicate organizations’professional career management will have an important impact on engagement. The engagement of employees who have higher proactive personality will be shown higher by grabbing the opportunities of fair promotion and certain training. And the engagement of employees who have lower proactive personality will be improved as enterprises provide complete career awareness. The enlightenment of this study can be conclude as follows:(1) enterprises should pay attention on how to improve their organizational career management, i.e., establishing reasonable promotion channels, improving the performance appraisal system and training system; (2) enterprises should provide employees who have higher proactive personality with adequate resources and opportunities to stimulate their engagement and motivate them to create more value for enterprises; (3) enterprises should pay more attention on the career guidances of employees who have lower proactive personality to help them adapt organization and establish their career targets; (4) enterprises should give priority to the candidates who have higher proactive personality during recruitment.