Next Article in Journal
Effect of Carbon Content in Wheat Straw Biochar on N2O and CO2 Emissions and Pakchoi Productivity Under Different Soil Moisture Conditions
Previous Article in Journal
Determination of Concentration of Free Carbon Dioxide in Artificial Seawater by Difference Balance System/Henry’s Law
 
 
Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 
Journals
Sustainability
Volume 15
Issue 6
10.3390/su15065099
sustainability-logo
Submit to this Journal Review for this Journal Propose a Special Issue
► Article Menu

Article Menu

share Share announcement Help format_quote Cite question_answer Discuss in SciProfiles thumb_up
...
Endorse textsms
...
Comment
first_page
settings
Order Article Reprints
Font Type:
Arial Georgia Verdana
Font Size:
Aa Aa Aa
Line Spacing:
Column Width:
Background:
Article

Managing Butterfly Career Attitudes: The Moderating Interplay of Organisational Career Management

by
Muhammad Latif Khan
1,
Rohani Salleh
2,
Muhammad Umair Javaid
3,
Muhammad Zulqarnain Arshad
4,
Muhammad Shoaib Saleem
2,* and
Samia Younas
3
1
Department of Mechanical Engineering, College of Engineering and Technology, Muscat P.O. Box 2546, Oman
2
Management and Humanities Department, Universiti Teknologi Petronas, Seri Iskandar 32610, Malaysia
3
Department of Management Sciences, Lahore Garrison University, Lahore 54000, Pakistan
4
School of Business Management, College of Business, Universiti Utara Malaysia, Bukit Kayu Hitam 06010, Malaysia
*
Author to whom correspondence should be addressed.
Sustainability 2023, 15(6), 5099; https://doi.org/10.3390/su15065099
Submission received: 27 November 2022 / Revised: 24 January 2023 / Accepted: 9 February 2023 / Published: 14 March 2023
Browse Figures
Versions Notes

Abstract

:
A protean career attitude is the most attractive and coping career adjustment attitude nowadays. Based on the social exchange theory, this study empirically analyses the association between protean career attitude and affective organisational commitment for Malaysian hotel industry employees. It also examines the COVID-19 situation’s retrospective repercussions and career uncertainty. The study also investigates the moderating role of organisational career management on the relationship between protean career attitudes and affective organisational commitment. During the pandemic, a cross-sectional survey was given to 403 hotel managers working in four- or five-star hotels. The data were analysed using structural equation modelling in Smart-PLS. The results showed that self-directed and value-driven protean career attitudes undermine affective organisational commitment. Organisational career management significantly moderated the relationship between a protean career attitude and affective organisational commitment. In light of this, organisational career management is essential when dealing with protean careers. Lastly, the person’s practical implications are significant. People should have a protean career attitude to deal with unpredictability, such as the COVID-19 epidemic and remain invincible over the long run.

1. Introduction

The modernisation of work and global challenges have brought evident and noteworthy changes in career sustainability [1]. Academic scholars, H.R. managers, and consultants have a mounting demand to gauge such new orientations to identify, develop and manage human talent for organisational commitment. The protean career attitude (P.C.A.) has been recognised as one of the most attractive and practical attitudes toward career adjustment. It enables people can better deal with the uncertain nature of their careers [2,3]. Although P.C.A. has gained popularity in the career literature, some researchers have still identified the need for empirical investigation into P.C.A. and its relevance to organisational commitment [4]. According to [3], the protean career model has been developed in the European culture and empirically investigated from European people’s perspectives. In Malaysia, collectivist cultural values prevail, centred on respect for and commitment to a particular group, suggesting that employees prefer organisational goals over personal goals. However, the literature provides mixed results regarding the protean career orientation of employees in the Malaysian context.
For example, scholars have found that the collectivist culture influences the behaviour of employees, and they are less likely to seek career growth at the organisation’s expense [5]. Contrarily, the literature also reports that employees prefer career development opportunities outside their organisation and associate their career success with intrinsic values [6,7]. The literature argues that, despite the emphasis on the group in collectivist cultures, “the concept of an individuated self is not culture-bound, and personal control in [the] protean career era can be constituted even in collectivist cultures” [8], such as Malaysia. Taking into account the increasing demands of jobs in the workplace and the need to cope with psychosocial stressors in Asian countries such as Malaysia [9,10], this study attempts to empirically investigate the relationship between P.C.A. and affective organisational commitment in the Malaysian hotel industry. The Malaysian hospitality industry significantly contributes to the country’s economy [11]. However, the industry has been hit hard by the COVID-19 pandemic [12,13]. Approximately 120 hotels closed during the pandemic, accounting for a loss of RM 6.5 billion [14]. According to [15], the Malaysian hotel workforce declined by 10%, as the sector lost its workforce to other industries due to the pandemic. According to the contemporary literature, the turnover rate in the Malaysian hotel industry is 65.7%, causing a severe problem as the hotel industry heavily relies on its employees [16]. Hence, the study fills the gap in the literature by contributing to the protean career model practically, from the perspective of the hotel industry through the lens of social exchange theory to examine the commitment of employees.
P.C.A. has two components: self-directed career attitudes (SDCA) and value-driven career attitudes (VDCA). Self-directed in personal career management terms is the ability to be adaptive regarding performance and learning demands. An essential notion in the literature is that a self-directed career attitude benefits one’s career success, especially personal success. On the other hand, in a value-driven career attitude, a person’s internal values provide guidance and a measure of success for the individual’s career. Based on these characteristics, the researchers labelled P.C.A. with less affective organisational commitment [15,16], while other studies [17,18] do not confirm this pathway. Less organisational commitment in protean individuals is not spontaneous but needs empirical investigation [4,19].
Additionally, some recent studies suggest that employees with P.C.A. can be retained through organisational career management [20,21]. Despite some plausible conceptual arguments on the P.C.A. “values-driven” and “self-directed” dimensions, these elements have hardly been critically and empirically examined. Hence, this study addresses the lack of consistency in the literature by focusing on investigating the influence of self-directed career attitudes (SDCA) and value-driven career attitudes (VDCA) on affective organisational commitment (A.O.C.), and the moderating affect of organisational career management on the relationship between protean career attitudes and the commitment of employees in the Malaysian hotel industry. The study implies that human resource practitioners develop and implement career management interventions suitable to employees’ needs.

2. Literature Review and Hypotheses Development

2.1. Social Exchange Theory

Social exchange theory postulates that the behaviour of individuals depends on a process of reciprocity in which resource exchange between two parties depends on the relationship between the actor and the target [22]. The social exchange relationship between an organisation and its employee begins at the origination of the employment contract. The positive or negative initiating actions of the organisational actors form employees’ perceptions, who then reciprocate accordingly by exhibiting favourable or unfavourable behaviour [22]. If the organisation provides support, e.g., career development opportunities, a positive working environment, the employees reciprocate with positive behaviour, such as improved productivity, higher organisational commitment, etc. Likewise, when treated negatively, such as with injustice and bullying, employees are likely to reciprocate through mistrust and dissatisfaction. Concerning organisational commitment, its conceptual side is embedded in social exchange theory. Employee commitment to an organisation is based on the social exchange principle [23]. The organisational career management practices, such as training and development, mentoring, job rotation, and promotions, are the positive initiating actions that the protean employees are likely to reciprocate by showing higher organisational commitment.

2.2. Protean Career Attitude (P.C.A.) and Affective Organisational Commitment (A.O.C.)

The term “protean” comes from the Latin word “proteus,” which implies an individual’s ability to cope with unknown conditions. The protean career orientation constitutes two attributes, self-directed and value-driven professional attitudes. According to [24], the protean career attitude consists of the following:
“The contemporary or protean career is the concept where the individuals manage their own career instead of being organised through organisational rewards. The focus of the protean career attitude is training, career development, and work in several organisations, etc. Protean individuals adopt their own career choices, and self-career management is a prominent factor in their lives”.
With a self-directed career attitude, an individual manages their career in a proactive, self-directed way and becomes a self-actor of their career instead of waiting for organisational career management. Protean employees are self-directed, as they control their career paths based on personally defined goals and decisions [23]. On the other hand, value-driven career attitudes guide an individual’s career path on personal values and standards for psychological career success [24]. Organisational commitment is an essential concept in social sciences, which shows an individual’s commitment or emotional attachment to the organisation [25]. Organisation commitment has three significant components [26]: affective, normative, and continuance organisational commitment.
In the organisational commitment model of Meyer and Allen (1991) [27], A.O.C. refers to one’s emotional attachment to the organisation; continuance commitment is described as the cost of leaving the organisation; and normative commitment refers to an employee’s ethical obligation to stay a long time with the same organisation based on care and respect [27]. These commitment components are widely observed as three different constructs [28]. This study chooses A.O.C. because past studies have found this construct the most valid, durable, and reliable among the three types of organisational commitment [29]. The discussion around affective commitment reveals that it has a positive relationship with job performance, organisational citizenship behaviour and intention to stay [30,31].
The relationship between P.C.A. and A.O.C. is still ambiguous, and different empirical findings can be summarised from the literature. For example, the literature [11] summarises that individuals with protean attitudes do not rely upon their organisation for career management. Instead, they seek career growth outside the organisation, depending on intrinsic values. [32] argues that individuals with P.C.A. show less affective organisational commitment and job satisfaction. Interestingly, no relationship was found between P.C.A. and A.O.C. when investigated in Spanish and Mexican multinational companies [33,34]. Protean individuals pursue self-directed and value-driven career goals, resulting in transactional relationships at the workplace rather than relational ones. As protean individuals prioritise their values and career goals over the organisation, they are likely less committed to a particular employer [35]. Some scholars note that protean employees focus on self-growth and develop organisational attachment if their values align with the organisation [31]. Without career growth opportunities, self-directed and value-driven protean individuals do not develop an emotional attachment with their organisation, resulting in decreased affective commitment.
Hence, we hypothesised that both types of P.C.A. are negatively associated with commitment, as shown in Figure 1:
H1a: 
Value-driven career attitude has a negative effect on organisational commitment.
H1b: 
Self-directed career attitude has a negative effect on affective organisational commitment.

2.3. Moderating Effect of Organisational Career Management (O.C.M.)

Organisational career management includes practices undertaken by organisations, such as training and mentoring, to ensure employees’ career development [36]. Organisational career management practices differ from career self-management, which falls under employees’ control. Based on the social exchange theory, it is proposed that career management in terms of different career development programmes would enhance the commitment of employees holding protean career attitudes. The motivational language of leaders reduces employees’ stress levels, and they feel free to give feedback and share their ideas with the supervisor at the workplace. The mutual trust between subordinates and leaders brings them together, creating an innovative environment to perform at the workplace [37]. However, we believe organisational career management is the key element in facilitating employees with protean career attitudes [38]. Several recent research studies have emphasised the moderating role of O.C.M. in relationships with P.C.A. [38,39,40,41]. The social exchange theory [42] states that the relationship between employee and employer is non-ending and continuous regarding an individual’s career management and affective organisational commitment.
The essence of this theory lies in the expectation of both parties, particularly in modern career attitudes, where both parties believe in transactional relationships [42]. The explanation of how organisational career management would strengthen the commitment of value-driven and self-directed protean individuals is found in social exchange theory. As protean individuals prefer their values over the organisation, they will display commitment if the organisational values align with them. Protean individuals value skill development and continuous learning [38]. If the organisation provides career growth opportunities to protean individuals, they will reciprocate by showing higher commitment. [43] also suggested that protean employees display affective commitment if their values match the organisation’s, and they are provided career growth opportunities. As reported by [44], the absence of career development opportunities in an organisation causes protean employees to consider leaving. Some theories [45], social cognitive career theory (1986) and research studies support the relationship between organisational career management and affective organisational commitment from those who are self-directed and value-driven. Researchers also state that organisational support for employee career management activities enhances the emotional attachment of employees who strongly believe in their values in self-directed career attitudes [46].
Hence, consistent with social exchange theory, we hypothesised that organisational career management has a moderating role to play, as shown in Figure 1.
H2a: 
The effect of value-driven career attitudes on affective organisational commitment is moderated by organisational career management.
H2b: 
The effect of self-directed career attitude on affective organisational commitment is moderated by organisational career management.

3. Methodology

3.1. Research Approach

The research methodologies are divided by social scientists into two broad categories: quantitative and qualitative research. Any method of data collecting (such as a questionnaire) or process of data analysis (such as graphs or statistics) that uses or produces numerical data is referred to as the quantitative approach. On the other hand, a qualitative approach relates to any data gathering or analysis method that uses non-numerical data, such as an interview or data categorisation [47,48]. Quantitative research is excellent for exploring phenomena involving numbers because it is based on quantifying numbers.
Additionally, the variables in this study are measured using self-administered questionnaires, and the data were gathered using the questionnaire survey method. The survey technique is widespread in business research since it enables the researcher to collect quantitative and qualitative data [49,50] and offers greater scope and coverage more efficiently. Additionally, the survey method makes it easier to gather information from many respondents and measure various research variables to test different hypotheses [50]. Furthermore, a cross-sectional research methodology is used since it entails collecting data at a single point to address the study objectives [49].
For the validity of the instruments, the current questionnaire was sent to some academic and industrial experts to check the content validity. As all the measurement scale was adopted from the previous study, the experts recommended no formal changes.

3.2. Measures

The scale items were adopted and adapted from different sources. The respondents were asked to answer on a five-point Likert scale questionnaire. The protean career attitudes scale consists of two components, self-directed career attitudes and value-driven career attitudes. The SDCA consists of an eight-item scale, and the VDCA comprises six items adapted from the prior literature [3]. The affective organisational commitment scale was adapted from [51], with eight items (replacing the word “organisation” with “hotel”). The scale for the moderating effect of organisational career management was adopted from [52]. This measurement scale comprises 13 items, and the scale for O.C.M. was explicitly developed for the hotel industry [52].

3.3. Sampling and Data Collection

The target population for this study was four-and five-star hotels in Peninsular Malaysia as listed in the Malaysian Association of Hotels. [53] Based on the top and most attractive tourism destinations, 55 four- and five-star hotels were selected in different regions of Malaysia, namely Selangor, Kuala Lumpur, Perak and Pulau Pinang, Malaysia. These particular cities have a vast tourist attraction; therefore, more hotels are located in these attractive cities. H.R. managers were requested to explain the study’s aim with a letter of consent and a questionnaire accompanied by an official letter of consent. All the items were measured on a 5-point Likert scale ranging from 1 = strongly disagree to 5 = strongly agree.
Due to packed schedules, it isn’t easy to get in touch with hotel staff members. Therefore, the hotel’s human resources department was asked for assistance. After a discussion regarding the purpose and objectives of the study with the H.R. managers, they were requested to randomly distribute the questionnaire to the following four central departments: food and beverage services, housekeeping, front office and food and beverage production. The H.R. managers were given a detailed questionnaire in an official envelope with the official address and other relevant information.
This study utilised a sampling method known as convenience sampling. The stratified method was initially used. The sample for the analysis was divided into two groups, each of which consisted of managers from Malaysian hotels rated either four or five stars. After this stage, we moved on to the next step: collecting samples using a convenience sampling method from several places around Malaysia. These locations were Selangor, Kuala Lumpur, Perak and Pulau Pinang. This is consistent with the findings and methods opted from other studies conducted in the hospitality and tourism industries [54,55].

3.4. Response Rate

An official envelope from the origination contained the researcher’s official address and a complete questionnaire for the study. Six hundred and five questionnaires were handed out to 55 hotels rated four or five stars across the four states that make up Malaysia: Selangor, Kuala Lumpur, Perak and Pulau Pinang. There were 11 surveys distributed to each hotel, and a total of 403 were returned with a response rate of 67%. Because the questionnaire was individually administered, no data were missing.
Of the 403 participants, 60.5% were men, 36.5% were females, and the primary age group was between 20 and 35. It is essential to highlight that the majority of the respondents (62.5%) were department managers, followed by supervisors (30%), while the remaining participants (7.5%) represented deputy general managers or assistant general managers. The respondents often worked in more than one of the departments listed, which meant that the scope of their tasks was somewhat diversified. These departments included food and beverage production, food and beverage services, housekeeping and the front office.

4. Statistical Analysis and Results

4.1. Measurement Model

Confirmatory factor analysis was applied to the measurement model to ensure reliability and validity. As a first step, we evaluated the individual loadings of the constructs on each item. It is important to note that all the loadings were greater than 0.706. The Cronbach’s alpha (C.A.) and composite reliability (C.R.) values were assessed. The C.A. value of all the constructs ranges from 0.800 to 0.916, and the C.R. value ranges from 0.861 to 0.930, as shown in Table 1, which are in the acceptable range, i.e., greater than 0.706 [56,57]. This indicates that all the constructs in this study have high internal consistency reliability. Next, the convergent validity of the measurement model was assessed. Convergent validity is the degree to which individual indicators correlate to other indicators of a similar construct. The average variance extracted (AVE) is the grand mean value of the squared loadings of the indicators associated with the construct. It reflects the extent to which a construct explains the variance of its indicators. Generally, an AVE value of more than 0.50 indicates that the construct can explain more than 50% of the indicators’ variance. As given in Table 1, the AVE values ranged from 0.556 to 0.748, indicating that the convergent validity of each construct was established.
The level of distinction between a construct and other constructs according to statistical criteria is called discriminant validity. The discriminant validity was analysed by Fornell–Larcker criterion and the heterotrait-monotrait ratio (HTMT) criterion, an approach that is in line with contemporary practices in other research domains, as well [58,59,60]. According to the Fornell–Larcker criterion, shown in Table 2, the diagonal value of the construct should be higher than any other value of any other construct. Any construct value less than 0.9 for the heterotrait-monotrait ratio evaluation (given in Table 3) indicates that the constructs are distinct. The variance inflation factor (V.I.F.) is used to identify multicollinearity between constructs. The acceptable V.I.F. values are fewer than 5, which demonstrates the absence of multicollinearity. In this study, the results show no multicollinearity exists in the data set as the V.I.F. values are not more than 3, as shown in Table 4. All the criteria for the measurement model have been achieved. This allows us to enter the next step, in which we assessed the structural model.

4.2. Structural Model Evaluation

Assessment of Significance of the Structural Model

The inner model, also known as the structural model, illustrates “the links between the constructs under evaluation” [61]. The structural model’s foundation evaluates the predictability and relationships among latent components and variables [58]. The following conditions must be met, in this study, to consider the structural model: (1) the importance of the structural path coefficient, (2) the coefficient of determination (R2) and (3) the model’s predictive utility (Q2).
This study followed the assumptions stated by [61] by employing a bootstrapping procedure to identify the significance level. The bootstrapping technique entails drawing numerous subsamples from the original data. For this study, 500 bootstrap samples were used to appraise the significance of the path coefficients to compute the estimate’s beta values, standard errors, t-values and p-values to ascertain the precision of the P.L.S. model. The relationships of the structural model were tested by setting the significance levels at p < 0.01 and p < 0.05 (1-tailed) (2).

4.3. Hypotheses of the Direct Effects

Two of the hypotheses proposed and tested for the direct effect were found to be statistically significant regarding the structural path. Table 5 displays the outcomes of the structural model assessment (direct effects).
H1a postulated a significant relationship between a self-directed career attitude and affective organisational commitment (β = −0.183; t = 2.423; p > 0.01). Hence, H1a was supported. Moreover, H1b also anticipated a significant relationship between a value-driven career attitude and affective organisational commitment. The results bolster this assumption for H1b (β = −0.325; t = 4.335; p < 0.01), as shown in Table 5.

4.4. Coefficient of Determination (R2)

R2 is a measure of the predictive accuracy of the model. It reflects the combined effect of the exogenous variable(s) on the endogenous variable(s). The effect ranges from 0 to 1 [58,59,61]. The general rule of thumb for acceptable predictive accuracy describes weak, moderate and strong levels correspondingly as follows: a value equal to or near to 0 (or 0%), a value close to 0.5 (or 50%) and a value of R2 close to 1 (or 100%) [59]. It is also recommended that the closer the value of R2 to 1, the more complete the predictive accuracy is. The prior literature also suggested the minimum acceptable value for R2 to be 0.10 (or 10%) [59]. The R-squared values for this model are shown in Table 6.
Table 6 shows that self-directed career attitudes and value-driven career attitudes explained 32.3% and 47.3% of the variances, respectively. Following the criteria [60] established, Table 6 depicts the acceptable levels of R2 values.

4.5. Predictive Relevance (Q2)

This study analysed the Stone-Q2 Geisser value, in addition to the level of the R2 values, as a measure of predictive accuracy [58,59,61]. The evaluation of the Q2 value shows the model’s capacity for prediction, allowing one to gauge the model’s level of quality [60]. The path model has predictive validity if the reflective endogenous model has a Q2 value greater than zero [62]. Self-directed career attitudes and value-driven career attitudes are two endogenous variables in the current study, with Q2 values of 0.412 and 0.511, respectively.

4.6. Testing Moderating Effect

This study tested organisational career management as a moderator in the relationship between self-directed career attitude and affective organisational commitment and value-driven career attitude and affective organisational commitment. When the presence of another variable influences the direct effect of the independent variable towards the dependent variable, then that inconsistency acts as an intervening variable (Moderating variable) in the nexus [62]. For moderation testing, the same procedure of bootstrapping is used. The results of moderation analysis, given in Table 7, show a significant relationship between a self-directed career attitude and affective organisational commitment (β = 0.155, t = 2.214, p < 0.05), and between a value-driven career attitude and affective organisational commitment (β = 0.155, t = 3.785, p < 0.01), hence supporting H2a and H2b. The interaction between independent variables and dependant variable is shown through Figure 2 and Figure 3.

5. Discussion, Implications and Conclusions

The core objective of this empirical study was to analyse the direct relationship between protean career attitudes and affective organisational commitment. The results confirm a significant negative influence of protean career attitudes on affective organisational commitment, supporting H1a and H1b. The findings are similar to those of [31,43,44], which found a negative relationship between protean attitudes and organisational commitment. Our findings reflect the commitment level of self-directed and value-driven protean employees working in the Malaysian hotel industry [38,39]. Employees with protean career attitudes prefer self-driven and value-driven career paths; thus, they often experience unmet needs and expectations. The self-directed career approach results in a mobility preference and protean career attitude, diminishing employees’ commitment to their organisation. The protean career attitude benefits individuals because they can easily move from one organisation to another, but not for organisations as they lose talented people [63].
Finally, we empirically tested the moderating effect of organisational career management between both components of a protean career attitude (SDCA, VDCA) and affective organisational commitment. We found a significant positive influence of organisational career management on the negative relationship between protean career attitudes (SDCA, VDCA) and affective organisational commitment, supporting H2a and H2b. This positive moderating effect means organisational support in terms of career success and career development opportunities reduces the negative impact of protean career attitudes (SDCA, VDCA) on affective organisational commitment. Organisational career management dampens the effect of protean career attitudes, reducing the probability of protean employees quitting their organisation for better career development opportunities. Our findings present a business case for hotel industry employers to understand the importance of investing in employees’ career growth programmes because losing existing employees and hiring new talent is quite costly [43].

5.1. Practical Implications

This study has several practical implications; we tested the protean career model in the Asian context, responding to the call for research on protean attitudes in a non-western context [36]. Few studies have empirically tested the effect of a protean career attitude on affective organisational commitment in the hotel industry, specifically the Malaysian hotel industry. We also examined the moderating role of organisational career management on the relationship between protean career attitudes and affective organisational commitment.
This research study provides several practical implications for the hotel industry in Malaysia and other emerging economies with a similar culture. The H.R. department in the hotel industry can utilise the study findings to enhance the organisational commitment of protean employees. The results reveal that hotel employees with self-directed and value-driven career attitudes do not feel committed to their organisation. Such feelings may increase their intent to leave, increasing the organisation’s turnover rate. However, as indicated by the results, organisational career management practices mitigate the negative effect of protean career attitudes on organisational commitment. The significant moderating effect of organisational career management practices highlights the importance of investing in employees’ career development. Hotel industry employers can retain employees with protean attitudes by providing adequate training, mentoring and development opportunities. This study also clarifies managers’ doubts about investing in risky and unpredictable protean employees. If an organisation builds a culture that supports protean employees by undertaking their career management activities, it can enhance their organisational commitment. Based on the social exchange theory, the fit achieved between the values of protean employees and the organisation results in increased emotional attachment, leading to higher affective organisational commitment.
From an individual perspective, this study has several implications. The recent economic downturn and COVID-19 pandemic have replaced traditional careers with modern-day career attitudes [63,64,65]. Dealing with this uncertain situation in the long term and ensuring career sustainability has become a burning issue and needs special attention and solution. Our findings confirm that individuals with protean career attitudes do not show affective organisational commitment until the organisation provides a career. Individuals with protean career attitudes seem to move from one organisation to another, based on their value-driven and self-directed career attitudes, which indicate their employability in the market. In the current situation, when millions of employees have been laid off globally [66], employees must develop protean career attitudes to increase their employability for current and future employers.
This study covers the practical implications for academic researchers. Academic researchers can play a significant role in the career development of students, particularly in the department of tourism and hospitality. As stated by [66], a protean career attitude can be taught and learned, and these individual traits are not inborn. This study recommends that academic researchers involved in academic departments, particularly tourism and hospitality, should introduce career development programmes to enhance individuals’ self-directed and value-driven career attitudes. Individuals who possess protean career attitudes have a higher level of employability.
Nonetheless, it remains the core responsibility of universities and colleges to nourish self-directed career attitudes. This enables students to be more employable in the future [67]. Most importantly, the role of higher institutions in Malaysia in cultivating protean attitudes is essential and mandatory, because vast numbers of students enter the market in search of employment [68]. Hence, it is recommended that higher education bodies update education policies to reshape graduates’ attitudes toward creativity and novelty, based on market demand and supply. Therefore, it is advised to prepare a protean career attitude in the tourism and hospitality academic departments so that they can cope with short- and long-term uncertainty.

5.2. Future Recommendations

Numerous future recommendations have been identified. First, a longitudinal approach is required to deeply investigate protean career attitudes. Second, the mixed methods of qualitative and quantitative approach give a clearer picture of the diminishing organisational commitment labelling perspectives of protean career attitudes. Third, a sample from the Malaysian hotel industry, in general, would be better. Age and gender could be a moderator between protean career attitudes and affective organisational commitment because an individual’s career attitudes and values are different at different stages of life. Fourth, boundaryless career attitudes could be used while testing the practical organisational commitment of hotel employees. Fifth, examining the protean career attitudes of recent graduates in Malaysia would offer a new perspective on employability. Sixth, although Briscoe (2006) argues that protean career attitudes are not innate and can be trained [3], more research is required to identify the fundamental nature of protean career attitudes. Creating software for protean career attitudes, which can be used to improve self-directed and value-driven career attitudes through robotic games, can be outsourced to information technology engineers by anyone interested in constructing protean career attitudes. By playing this game, individuals would greatly appreciate the importance of a protean career attitude.

5.3. Conclusions

This study contributes to the knowledge about protean career attitudes in the Malaysian context, as little is known about the influence of employees’ protean career orientation on organisational-level outcomes, such as commitment. Our findings reveal that protean career attitudes (self-directed and value-driven attitudes) are negatively related to affective commitment, and organisational career management dampens the negative relationship between P.C.A. and A.O.C. Considering this, organisations should invest in employees through career management practices to enhance their commitment, developing social exchanges that benefit both parties.

Author Contributions

Conceptualization, M.L.K. and R.S.; methodology, M.U.J. and M.Z.A.; software, M.U.J.; validation, M.S.S. and M.U.J.; resources, R.S. and M.L.K.; original draft preparation, M.L.K.; writing—review and editing, S.Y., M.U.J. and M.S.S.; supervision, R.S.; project administration, R.S.; funding acquisition, R.S. All authors have read and agreed to the published version of the manuscript.

Funding

The article processing charges of this research are paid by the research grant from Universititi Teknologi PETRONAS, through a research grant, cost centre Number 015LC0-217.

Institutional Review Board Statement

This study did not require ethical review and approval, following local legislation and institutional requirements.

Informed Consent Statement

Written informed consent from the [patients/participants OR patients’/participants’ legal guardian/next of kin] was not required to participate in this study following national legislation and the institutional requirements.

Data Availability Statement

The datasets used and analysed during the current study are highly confidential. However, they can be made available from the corresponding author on reasonable request from the editorial board representative.

Conflicts of Interest

The authors declare no conflict of interest.

References

  1. Rasheed, M.I.; Okumus, F.; Weng, Q.; Hameed, Z.; Nawaz, M.S. Career Adaptability and Employee Turnover Intentions: The Role of Perceived Career Opportunities and Orientation to Happiness in the Hospitality Industry. J. Hosp. Tour. Manag. 2020, 44, 98–107. [Google Scholar] [CrossRef]
  2. Aydogmus, C. Millennial Knowledge Workers: The Roles of Protean Career Attitudes and Psychological Empowerment on the Relationship between Emotional Intelligence and Subjective Career Success. CDI 2019, 24, 297–314. [Google Scholar] [CrossRef] [Green Version]
  3. Briscoe, J.P.; Hall, D.T. The Interplay of Boundaryless and Protean Careers: Combinations and Implications. J. Vocat. Behav. 2006, 69, 4–18. [Google Scholar] [CrossRef]
  4. Sultana, R.; Malik, O.F. Is Protean Career Attitude Beneficial for Both Employees and Organizations? Investigating the Mediating Effects of Knowing Career Competencies. Front. Psychol. 2019, 10, 1284. [Google Scholar] [CrossRef]
  5. Wong, S.C.; Mohd Rasdi, R.; Abu Samah, B.; Abdul Wahat, N.W. Promoting Protean Career through Employability Culture and Mentoring: Career Strategies as Moderator. Euro. J. Train. Dev. 2017, 41, 277–302. [Google Scholar] [CrossRef]
  6. Tee, P.K.; Cham, T.-H.; Low, M.P.; Lau, T.-C. The Role of Perceived Employability in the Relationship between Protean Career Attitude and Career Success. Aust. J. Career Dev. 2022, 31, 66–76. [Google Scholar] [CrossRef]
  7. Abu Said, A.-M.; Mohd Rasdi, R.; Abu Samah, B.; Silong, A.D.; Sulaiman, S. A Career Success Model for Academics at Malaysian Research Universities. Eur. J. Train. Dev. 2015, 39, 815–835. [Google Scholar] [CrossRef]
  8. Chay, Y.-W.; Aryee, S. Potential Moderating Influence of Career Growth Opportunities on Careerist Orientation and Work Attitudes: Evidence of the Protean Career Era in Singapore. J. Organiz. Behav. 1999, 20, 613–623. [Google Scholar] [CrossRef]
  9. Javaid, M.U.; Isha, A.S.N.; Sabir, A.A.; Ghazali, Z.; Nübling, M. Does Psychosocial Work Environment Factors Predict Stress and Mean Arterial Pressure in the Malaysian Industry Workers? BioMed Res. Int. 2018, 2018, 1–11. [Google Scholar] [CrossRef]
  10. Javaid, M.U.; Bano, S.; Mirza, M.Z.; Isha, A.S.N.; Nadeem, S.; Jawaid, A.; Ghazali, Z.; Nübling, M.; Imtiaz, N.; Kaur, P. Connotations of Psychological and Physiological Health in the Psychosocial Work Environment: An Industrial Context. Work 2019, 64, 551–561. [Google Scholar] [CrossRef]
  11. Mohammed, A.; Rashid, B. A Conceptual Model of Corporate Social Responsibility Dimensions, Brand Image, and Customer Satisfaction in Malaysian Hotel Industry. Kasetsart J. Soc. Sci. 2018, 39, 358–364. [Google Scholar] [CrossRef]
  12. Awan, M.; Shamim, A.; Saleem, S. Re-Interpreting ‘Luxury Hospitality’ through Experienscape, Customer Satisfaction, and Customer Well-Being; Lecture Notes in Networks and Systems; Springer International Publishing: Cham, Switzerland, 2023; Volume 485, ISBN 978-3-031-08092-0. [Google Scholar]
  13. Awan, M.I.; Shamim, A.; Ahn, J. Implementing ‘Cleanliness Is Half of Faith’ in Re-Designing Tourists, Experiences and Salvaging the Hotel Industry in Malaysia during COVID-19 Pandemic. JIMA 2021, 12, 543–557. [Google Scholar] [CrossRef]
  14. MAH. MAH—Cry of Despair from the Hotel Industry “Hotel Industry in Serious Need of Immediate Rescue”. 2021. Available online: https://hotels.org.my/press/34167-cry-of-despair-from-the-hotel-industry-hotel-industry-in-serious-need-of-immediate-rescue (accessed on 1 October 2022).
  15. Poo, C. The State of the Nation: Hospitality Industry Struggling to Cope Despite Borders Reopening, Brighter Prospects | The Edge Markets. The Edge Malaysia. 2022. Available online: https://www.theedgemarkets.com/article/state-nation-hospitality-industry-struggling-cope-despite-borders-reopening-brighter (accessed on 1 October 2022).
  16. Abo-Murad, M.; AL-Khrabsheh, A. Turnover culture and crisis management: Insights from malaysian hotel industry. Acad. Strateg. Manag. J. 2019, 18, 1–14. [Google Scholar]
  17. Baruch, Y.; Wordsworth, R.; Mills, C.; Wright, S. Career and Work Attitudes of Blue-Collar Workers, and the Impact of a Natural Disaster Chance Event on the Relationships between Intention to Quit and Actual Quit Behaviour. Eur. J. Work Organ. Psychol. 2016, 25, 459–473. [Google Scholar] [CrossRef]
  18. Rodrigues, R.; Guest, D.; Oliveira, T.; Alfes, K. Who Benefits from Independent Careers? Employees, Organizations, or Both? J. Vocat. Behav. 2015, 91, 23–34. [Google Scholar] [CrossRef]
  19. Zaleska, K.J.; de Menezes, L.M. Human Resources Development Practices and Their Association with Employee Attitudes: Between Traditional and New Careers. Hum. Relat. 2007, 60, 987–1018. [Google Scholar] [CrossRef]
  20. Li, H.; Ngo, H.; Cheung, F. Linking Protean Career Orientation and Career Decidedness: The Mediating Role of Career Decision Self-Efficacy. J. Vocat. Behav. 2019, 115, 103322. [Google Scholar] [CrossRef]
  21. Redondo, R.; Sparrow, P.; Hernández-Lechuga, G. The Effect of Protean Careers on Talent Retention: Examining the Relationship between Protean Career Orientation, Organizational Commitment, Job Satisfaction and Intention to Quit for Talented Workers. Int. J. Hum. Resour. Manag. 2019, 32, 2046–2069. [Google Scholar] [CrossRef]
  22. Cropanzano, R.; Anthony, E.L.; Daniels, S.R.; Hall, A.V. Social Exchange Theory: A Critical Review with Theoretical Remedies. Acad. Manag. Ann. 2017, 11, 479–516. [Google Scholar] [CrossRef] [Green Version]
  23. Li, L.; Xiangpei, H. The Researches on Positive Psychological Capital and Coping Style of Female University Graduates in the Course of Seeking Jobs. In Proceedings of 2011 International Symposium—The Female Survival and Development; St Plum-Blossom Press Pty Ltd.: Melbourne, VIC, Australia, 2011; pp. 221–226. [Google Scholar]
  24. Cooper, C.L.; Marshall, J. Occupational Sources of Stress: A Review of the Literature Relating to Coronary Heart Disease and Mental Ill Health. J. Occup. Psychol. 1976, 49, 11–28. [Google Scholar] [CrossRef]
  25. Meyer, J.P.; Srinivas, E.S.; Lal, J.B.; Topolnytsky, L. Employee Commitment and Support for an Organizational Change: Test of the Three-Component Model in Two Cultures. J. Occup. Organ. Psychol. 2007, 80, 185–211. [Google Scholar] [CrossRef]
  26. Meyer, J.P.; Stanley, L.J.; Parfyonova, N.M. Employee Commitment in Context: The Nature and Implication of Commitment Profiles. J. Vocat. Behav. 2012, 80, 1–16. [Google Scholar] [CrossRef]
  27. Meyer, J.P.; Allen, N.J. A three-component conceptualization of organizational commitment. Hum. Resour. Manag. Rev. 1991, 1, 61–89. [Google Scholar] [CrossRef]
  28. Lavelle, J.J.; Brockner, J.; Konovsky, M.A.; Price, K.H.; Henley, A.B.; Taneja, A.; Vinekar, V. Commitment, Procedural Fairness, and Organizational Citizenship Behavior: A Multifoci Analysis. J. Organiz. Behav. 2009, 30, 337–357. [Google Scholar] [CrossRef] [Green Version]
  29. Kim, K.Y.; Eisenberger, R.; Baik, K. Perceived Organizational Support and Affective Organizational Commitment: Moderating Influence of Perceived Organizational Competence: Perceived Organizational Competence. J. Organ. Behav. 2016, 37, 558–583. [Google Scholar] [CrossRef]
  30. Meyer, J.P.; Allen, N.J. SAGE Books—Commitment in the Workplace: Theory, Research, and Application; Advanced Topics in Organizational Behavior, 1st ed.; SAGE Publications, Inc.: Thousand Oaks, CA, USA, 1997; ISBN 978-0-7619-0105-1. [Google Scholar]
  31. Supeli, A.; Creed, P.A. The Longitudinal Relationship Between Protean Career Orientation and Job Satisfaction, Organizational Commitment, and Intention-to-Quit. J. Career Dev. 2016, 43, 66–80. [Google Scholar] [CrossRef] [Green Version]
  32. Briscoe, J.P.; Finkelstein, L.M. The “New Career” and Organizational Commitment: Do Boundaryless and Protean Attitudes Make a Difference? Career Dev. Int. 2009, 14, 242–260. [Google Scholar] [CrossRef]
  33. Sturges, J.; Guest, D.; Mac Davey, K. Who’s in Charge? Graduates’ Attitudes to and Experiences of Career Management and Their Relationship with Organizational Commitment. Eur. J. Work Organ. Psychol. 2000, 9, 351–370. [Google Scholar] [CrossRef]
  34. Grimland, S.; Vigoda-Gadot, E.; Baruch, Y. Career Attitudes and Success of Managers: The Impact of Chance Event, Protean, and Traditional Careers. Int. J. Hum. Resour. Manag. 2012, 23, 1074–1094. [Google Scholar] [CrossRef]
  35. Direnzo, M.S.; Greenhaus, J.H.; Weer, C.H. Relationship between Protean Career Orientation and Work-Life Balance: A Resource Perspective: PCO and work-life balance. J. Organiz. Behav. 2015, 36, 538–560. [Google Scholar] [CrossRef] [Green Version]
  36. Nishanthi, H.M.; Kailasapathy, P. Employee Commitment: The Role of Organizational Socialization and Protean Career Orientation. South Asian J. Hum. Resour. Manag. 2018, 5, 1–27. [Google Scholar] [CrossRef] [Green Version]
  37. Rafique, M.; Arshad, M.; Sabir, A.A. How Leaders’ Motivational Language Boost Innovative Work Behavior of Employee in Chinese Service Sectors: The Mediating Role of Psychological Empowerment. Acad. J. Soc. Sci. 2021, 5, 398–418. [Google Scholar] [CrossRef]
  38. Holtschlag, C.; Masuda, A.D.; Reiche, B.S.; Morales, C. Why Do Millennials Stay in Their Jobs? The Roles of Protean Career Orientation, Goal Progress and Organizational Career Management. J. Vocat. Behav. 2020, 118, 103366. [Google Scholar] [CrossRef]
  39. De Vos, A.; Dewettinck, K.; Buyens, D. The Professional Career on the Right Track: A Study on the Interaction between Career Self-Management and Organizational Career Management in Explaining Employee Outcomes. Eur. J. Work Organ. Psychol. 2009, 18, 55–80. [Google Scholar] [CrossRef]
  40. Khan, M.L.; Salleh, R.; Hemdi, M.A.B. Effect of Protean Career Attitudes on Organizational Commitment of Employees with Moderating Role of Organizational Career Management. Int. Rev. Manag. Mark. 2016, 6, 6. [Google Scholar]
  41. Weer, C.H.; Greenhaus, J.H. Managers’ Assessments of Employees’ Organizational Career Growth Opportunities: The Role of Extra-Role Performance, Work Engagement, and Perceived Organizational Commitment. J. Career Dev. 2020, 47, 280–295. [Google Scholar] [CrossRef]
  42. Blau, P.M. Exchange and Power in Social Life; Wiley: New York, NY, USA, 1964. [Google Scholar]
  43. Çakmak-Otluoğlu, K.Ö. Protean and Boundaryless Career Attitudes and Organizational Commitment: The Effects of Perceived Supervisor Support. J. Vocat. Behav. 2012, 80, 638–646. [Google Scholar] [CrossRef]
  44. Park, Y.; Rothwell, W.J. The Effects of Organizational Learning Climate, Career-Enhancing Strategy, and Work Orientation on the Protean Career. Hum. Resour. Dev. Int. 2009, 12, 387–405. [Google Scholar] [CrossRef]
  45. Bandura, A. Social Foundations of Thought and Action: A Social Cognitive Theory; Prentice-Hall, Inc.: Englewood Cliffs, NJ, USA, 1986; pp. xiii–617. ISBN 978-0-13-815614-5. [Google Scholar]
  46. Abbott, G.N.; White, F.A.; Charles, M.A. Linking Values and Organizational Commitment: A Correlational and Experimental Investigation in Two Organizations. J. Occup. Organ. Psychol. 2005, 78, 531–551. [Google Scholar] [CrossRef]
  47. Saunders, M.N.K.; Lewis, P.; Thornhill, A. Research Methods for Business Students, 8th ed.; Pearson: New York, NY, USA, 2019; ISBN 978-1-292-20878-7. [Google Scholar]
  48. Saleem, M.S.; Isha, A.S.N.B.; Benson, C.; Awan, M.I.; Naji, G.M.A.; Yusop, Y.B. Analyzing the Impact of Psychological Capital and Work Pressure on Employee Job Engagement and Safety Behavior. Front. Public Health 2022, 10, 1086843. [Google Scholar] [CrossRef]
  49. Sekaran, U.; Bougie, R. Research Methods for Business: A Skill Building Approach, 7th ed.; Wiley: New York, NY, USA, 2016. [Google Scholar]
  50. Djamba, Y.K.; Neuman, W.L. Social Research Methods: Qualitative and Quantitative Approaches. Teach. Sociol. 2002, 30, 380. [Google Scholar] [CrossRef]
  51. Neuman, W.L. Social Research Methods: Qualitative and Quantitative Approaches; Pearson Education, Limited: Harlow, MA, USA, 2014; ISBN 978-0-205-89647-9. [Google Scholar]
  52. Meyer, J.P.; Allen, N.J.; Smith, C.A. Commitment to Organizations and Occupations: Extension and Test of a Three-Component Conceptualization. J. Appl. Psychol. 1993, 78, 538–551. [Google Scholar] [CrossRef]
  53. Sumarjan, N.; Arendt, S.W.; Shelley, M. Incongruent Quality Management Perceptions between Malaysian Hotel Managers and Employees. TQM J. 2013, 25, 124–140. [Google Scholar] [CrossRef] [Green Version]
  54. Saleem, M.S.; Isha, A.S.N.; Mohd Yusop, Y.; Awan, M.I.; Naji, G.M.A. Agility and Safety Performance among Nurses: The Mediating Role of Mindful Organizing. Nurs. Rep. 2021, 11, 666–679. [Google Scholar] [CrossRef] [PubMed]
  55. Saleem, M.S.; Isha, A.S.N.; Yusop, Y.M.; Awan, M.I.; Naji, G.M.A. The Role of Psychological Capital and Work Engagement in Enhancing Construction Workers’ Safety Behavior. Front. Public Health 2022, 10, 810145. [Google Scholar] [CrossRef] [PubMed]
  56. Saleem, M.S.; Isha, A.S.N.; Awan, M.I.; Yusop, Y.B.; Naji, G.M.A. Fostering Academic Engagement in Post-Graduate Students: Assessing the Role of Positive Emotions, Positive Psychology, and Stress. Front. Psychol. 2022, 13, 920395. [Google Scholar] [CrossRef]
  57. Byrne, B.M. Structural-Equation-Modeling-with-AMOS Basic Concepts, Applications, and Programming, 2nd ed.; Routledge: New York, NY, USA; London, UK, 2010. [Google Scholar]
  58. Geisser, S. A Predictive Approach to the Random Effect Model. Biometrika 1974, 61, 101–107. [Google Scholar] [CrossRef]
  59. Hair, J.F. Multivariate Data Analysis: Pearson New International Edition; Pearson: Harlow, UK, 2013; ISBN 978-1-299-95783-1. [Google Scholar]
  60. Cohen, J. Statistical Power Analysis for the Behavioral Sciences, 2nd ed.; Routledge: New York, NY, USA, 1988; ISBN 978-0-203-77158-7. [Google Scholar]
  61. Stone, M. Cross-Validatory Choice and Assessment of Statistical Predictions. J. R. Stat. Soc. Ser. B 1974, 36, 111–133. [Google Scholar] [CrossRef]
  62. Bagozzi, R.P. Advanced Methods of Marketing Research; Blackwell Business: Cambridge, MA, USA, 1994; ISBN 978-1-55786-549-6. [Google Scholar]
  63. Williamson, D.; Harris, C. Talent Management and Unions: The Impact of the New Zealand Hotel Workers Union on Talent Management in Hotels (1950–1995). IJCHM 2019, 31, 3838–3854. [Google Scholar] [CrossRef]
  64. Wehmeyer, M.L.; Nota, L.; Soresi, S.; Shogren, K.A.; Morningstar, M.E.; Ferrari, L.; Sgaramella, T.M.; DiMaggio, I. A Crisis in Career Development: Life Designing and Implications for Transition. Career Dev. Transit. Except. Individ. 2019, 42, 179–187. [Google Scholar] [CrossRef]
  65. Spurk, D.; Straub, C. Flexible Employment Relationships and Careers in Times of the COVID-19 Pandemic. J. Vocat. Behav. 2020, 119, 103435. [Google Scholar] [CrossRef] [PubMed]
  66. Briscoe, J.P.; Henagan, S.C.; Burton, J.P.; Murphy, W.M. Coping with an Insecure Employment Environment: The Differing Roles of Protean and Boundaryless Career Orientations. J. Vocat. Behav. 2012, 80, 308–316. [Google Scholar] [CrossRef]
  67. Jackson, D.; Wilton, N. Developing Career Management Competencies among Undergraduates and the Role of Work-Integrated Learning. Teach. High. Educ. 2016, 21, 266–286. [Google Scholar] [CrossRef]
  68. Rahmat, A.M.; Adnan, A.H.M.; Mohtar, N.M. Industry 4.0 Skillsets and ‘Career Readiness’: Can Malaysian University Students Face the Future of Work? In Proceedings of the International Invention, Innovative & Creative (InIIC) Conference, Series; MNNF Network: Senawang, Malaysia, 2019; Volume 11, pp. 28–37. [Google Scholar]
Sustainability 15 05099 g001 550
Figure 1. Theoretical Framework.
Figure 1. Theoretical Framework.
Sustainability 15 05099 g001
Sustainability 15 05099 g002 550
Figure 2. Interaction effect of self-directed career attitude and affective organisational commitment.
Figure 2. Interaction effect of self-directed career attitude and affective organisational commitment.
Sustainability 15 05099 g002
Sustainability 15 05099 g003 550
Figure 3. Interaction effect of value-driven career attitude and affective organisational commitment.
Figure 3. Interaction effect of value-driven career attitude and affective organisational commitment.
Sustainability 15 05099 g003
Table
Table 1. Results of the Measurement Model.
Table 1. Results of the Measurement Model.
ConstructsItemsSFLCACRAVE
Self-Directed
Career Attitudes		SDCA10.7950.880.920.74
SDCA20.911
SDCA30.916
SDCA40.742
SDCA50.875
SDCA60.872
SDCA70.869
SDCA80.929
Value-Driven
Career Attitudes		VDCA10.8780.800.860.55
VDCA20.8950.9160.9300.572
VDCA30.768
VDCA40.808
VDCA40.737
VDCA50.701
VDCA60.707
(Org)
Career Management		OCM10.752
OCM20.707
OCM30.805
OCM40.781
OCM50.815
OCM60.820
OCM70.872
OCM80.856
OCM90.869
OCM100.875
OCM110.845
OCM120.755
OCM130.811
Affective Organisational Commitment
AOC10.8070.8860.9170.688
AOC20.861
AOC30.855
AOC40.823
AOC50.811
AOC60.876
AOC70.799
AOC80.832
Note: SFL = Standardised Factor Loadings, CA = Cronbach’s Alpha, CR = Composite Reliability, AVE = Average Variance Extracted.
Table
Table 2. Discriminant Validity (Fornell–Larcker Criterion).
Table 2. Discriminant Validity (Fornell–Larcker Criterion).
ConstructsSDCAVDCAOCMAOC
SDCA0.865
VDCA0.6650.832
OCM0.7970.5480.898
Affective (Org) Commitment0.6210.5170.6180.829
Note: SDCA = Self-Directed Career Attitudes; VDCA = Value-Driven Career Attitudes; O.C.M. = Organisational Career Management; Affective Organisational Commitment = Affective Organisational Commitment.
Table
Table 3. Discriminant Validity (HTMT Criterion).
Table 3. Discriminant Validity (HTMT Criterion).
ConstructsSDCAVDCAOCMAOC
SDCA
VDCA0.807
OCM0.7990.653
Affective (Org) Commitment0.7020.6170.699
Table
Table 4. Tolerance and Variance Inflation Factors (V.I.F.).
Table 4. Tolerance and Variance Inflation Factors (V.I.F.).
ConstructsToleranceV.I.F.
Self-Directed Career Attitudes
Value-Driven Career Attitudes0.807
Organisational Career Management0.7990.653
Affective Organisational Commitment0.7020.617
Table
Table 5. Results of Structural Model Assessment (Direct Effects).
Table 5. Results of Structural Model Assessment (Direct Effects).
HypothesesStd BetaT Valuep-ValueDecision
H1a−0.1830.0892.4230.000 **
H1b−0.3250.0754.3350.000 **
** p < 0.01 (significant).
Table
Table 6. Variance Explained (Coefficient of Determination).
Table 6. Variance Explained (Coefficient of Determination).
ConstructsSDCA
Self-Directed Career Attitudes0.323
Value-Driven Career Attitudes0.473
Table
Table 7. Results of the Moderating Effect Hypothesis Testing.
Table 7. Results of the Moderating Effect Hypothesis Testing.
HypothesesStd BetaT Valuep-ValueDecision
H2a0.1552.2140.000 *Supported
H2b0.2553.7850.000 *Supported
Note: * Significant at 5%.
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.

Share and Cite

MDPI and ACS Style

Khan, M.L.; Salleh, R.; Javaid, M.U.; Arshad, M.Z.; Saleem, M.S.; Younas, S. Managing Butterfly Career Attitudes: The Moderating Interplay of Organisational Career Management. Sustainability 2023, 15, 5099. https://doi.org/10.3390/su15065099

AMA Style

Khan ML, Salleh R, Javaid MU, Arshad MZ, Saleem MS, Younas S. Managing Butterfly Career Attitudes: The Moderating Interplay of Organisational Career Management. Sustainability. 2023; 15(6):5099. https://doi.org/10.3390/su15065099

Chicago/Turabian Style

Khan, Muhammad Latif, Rohani Salleh, Muhammad Umair Javaid, Muhammad Zulqarnain Arshad, Muhammad Shoaib Saleem, and Samia Younas. 2023. "Managing Butterfly Career Attitudes: The Moderating Interplay of Organisational Career Management" Sustainability 15, no. 6: 5099. https://doi.org/10.3390/su15065099

Note that from the first issue of 2016, this journal uses article numbers instead of page numbers. See further details here.

Article Metrics

Back to TopTop