Does supporting employees' career adaptability lead to commitment, turnover, or both?

Abstract

Today, employees are encouraged to become more career-resilient and engage in career development activities to deal with changes in required knowledge, skills, and abilities, and to facilitate their mobility. This study found that participation in decision making (PDM) and autonomy, along with supervisory career support (information, advice, and encouragement), fostered this career adaptability. These practices were also positively associated with commitment and negatively with intentions to leave. However, career adaptability was positively associated with both commitment and intentions to leave, suggesting some unintended consequences for management approaches supporting career adaptability. Implications for research and practice are discussed. © 2005 Wiley Periodicals, Inc.