Professional Documents
Culture Documents
1. Introduction
As organizations become more dependent upon technology, as is the case in Taiwan,
their ability to attract and retain competent R&D professionals becomes increasingly
important, as does the pursuit of the effective management of these highly-valued
employees (Aryee and Leong, 1991; Petroni, 2000). Arguably, therefore, greater effort
should be placed into satisfying the needs of this particular group of professionals
since they represent the organizations future potential competitive advantage (Aryee
and Leong, 1991).
Baruch (1996) pointed out career development systems should fit the needs of the
individuals within the organization. Since people vary a lot in their needs, stage of
career, level of hierarchy, and many other characteristics, the career planning and
Career Development International management must be widespread and diverse, so that it will fit the variety of
Vol. 9 No. 4, 2004
pp. 424-437 individual needs (Baruch, 1996). Organizations need to begin to realize that career
q Emerald Group Publishing Limited
1362-0436
development programs that are eminently suited to one particular group of R&D
DOI 10.1108/13620430410544364 professionals may be inappropriate, or even irrelevant, to another group. We argue that
human resource managers must recognize that there are a number of diverse groups Career
within the R&D profession, and hence, the career development programs that are development
developed for these employees must be flexible enough to accommodate this diversity.
We contend that R&D personnel will inevitably encounter career planning problems at programs
various stages of their careers and argue that their respective career needs will come as
a result of their own self-understanding, personal interests, values, professional roles
and responsibilities and, moreover, the greater responsibilities that are a hallmark of 425
the particular stage of their career that they have reached. If we fail to consider the
specific needs of R&D personnel at various career stages, then there is an increasing
likelihood that the design of career development programs will be inappropriate, and
hence, unlikely to have the desired effect of attracting and retaining the most valuable
R&D personnel.
Based on the literature review and the results of field interviews with R&D
personnel, this study propose career development programs in response to these career
needs, respectively; the reason being that career needs-oriented career development
programs are particularly suited to R&D personnel. Such programs can better satisfy
their career expectations and enhance their level of job satisfaction. Of course, when
considering needs, one also has to take into account organizational goals and needs,
along with the financial status of the organization, as well as existing, and feasible,
career development programs.
Our study attempts to bridge the current gap by examining such career needs and
the career development programs currently being adopted to meet them. Other issues
include the empirical testing of the gap between career development programs and
career needs, and an examination of the gap influencing job satisfaction and turnover
intentions.
2. Conceptual background
We begin by defining career needs as the personal needs of goals, tasks and challenges
in a persons career, and it is recognized that career needs change with the various
career stages. A career goal may be a particular landmark to be achieved during a
career, which provides a person with the necessary direction and motivation. Career
goals enable an individual to structure and motivate their work behavior by setting
goals and by practicing new and desired work behavior; thus these goals focus on
current efforts. Conversely, career tasks will begin to be defined as individuals begin
to identify the opportunities available to them and then take action based upon them,
demonstrating initiative, and spending time and energy developing skills and
competencies to achieve them. Career tasks therefore focus on during the achievement.
Career challenges relate to future career needs arising from subsequent career
developmental opportunities. We propose these three career needs dimensions at
various stages of the careers of R&D personnel, and then consider career development
programs suited to such career needs.
3. Hypotheses setting
In the chain of career stages that people experience throughout their professional life,
each stage is influenced by their job position and responsibilities or activities, as well
as different attitudes and behaviors. Super (1957) and Cron (1984) referred to the
specific stages of exploration, establishment, maintenance and disengagement,
noting that individuals will have different career development tasks and
characteristics at these various stages of their career (Super, 1984). At certain career
stages, each individual will undoubtedly have diverse career developmental duties
and goals, depending upon the specific function that they perform (Schein, 1987), but
we argue that in Taiwan in particular, it is necessary not only to identify the career
goals of R&D professionals, but also the inherent value systems and needs structures
of these employees (Kim and Cha, 2000). Based upon this discussion, we can propose
the following hypothesis:
H1. There will be differences between groups with regard to the strength of each
type of career needs.
The closer employers come to understanding the specific needs of their people, the
better able they will be to maintain a higher level of motivation and satisfaction across
the firm as a whole (Hodgart, 1994). Sarrazin et al. (2002) also pointed out that when the
motivational climate that exists within the firm is incompatible with the tendencies of
the individual, conflict may occur. That is, if the gap between the career needs of R&D
personnel and the available career development programs becomes excessive, their
inner needs will not be met, and as such, in accordance with motivational process
theory, these unsatisfied needs will subsequently produce nervousness and stress
amongst workers, ultimately impacting on job satisfaction (Robbins, 1998). If this gap
is controllable, we can further argue that job satisfaction levels can be reasonably
predicted, since organizations have the ability to boost job satisfaction levels through
CDI the provision of appropriate career development programs capable of satisfying
9,4 unfulfilled career needs.
Job satisfaction can enhance organizational commitment and reduce an employees
intention to leave a firm (Murphy and Gorchels, 1996). Those businesses that do not
offer attractive career development programs can lose good workers to competitors
offering job opportunities (Rita and Kirschenbaum, 1999). Based upon this discussion,
428 we can propose the following hypotheses:
H2. Three types of the gap between career development programs and career
needs will be positively associated with turnover intentions.
H3. Three types of the gap between career development programs and career
needs will be negatively associated with job satisfaction.
Ostroff (1992) demonstrated the close association between job satisfaction,
organizational commitment and reduced turnover, and the clear influence that job
satisfaction had on the turnover intentions of engineering staff. Shaw et al. (1998)
confirmed that direct human resource management investment strategies (pay and
benefits) and indirect human resource management investment strategies (job
stability, training and procedural justice) were negative correlated to voluntary
turnover at an organizational level. Lee and Mitchell (1994) proposed an unfolding
model utilizing constructs from Beachs (1990) generic decision-making model and
image theory as a means of gaining an understanding of the specific issues behind
employees decisions to leave their jobs. Lee et al. (1999) went on to argue that people
compare shocks, as well as the surrounding circumstances, to their own images i.e.
their values, goals and plans for goal attainment- and, if the two are incompatible,
thoughts of leaving their job will occur. A reasonable assumption, therefore, is that
employees will generally strive to fulfill their obligations, by showing greater
organizational commitment, higher productivity levels, higher job satisfaction and
lower turnover levels, if they perceive that the company is fulfilling its obligations
through suitable career development practices, promotion, training and support, and
so on. Contrarily, a greater awareness of the gap between career development
programs and career needs in each type would help to effectively explain the factors
behind job satisfaction which can ultimately lead to an employees resignation. Based
upon this discussion, we can propose the following hypotheses:
H4. Job satisfaction will be negatively associated with turnover intentions.
H5. Job satisfaction will mediate the relationship between gap and turnover
intentions.
4. Methodology
The sample in this study was drawn from R&D personnel in the high-tech industry in
the Hsinchu Science-based Industrial Park (HSIP). A pre-tested questionnaire was used
with proportionate stratified sampling being carried out according to both the year
2000 manpower monthly report issued by the HSIP management, and the ratio of R&D
personnel within certain sectors to the total R&D personnel within HSIP. The sample
data were collected by mail. A total of 1,300 questionnaires were distributed, of which
385 were returned, 18 questionnaires were invalid leaving a total of 367 valid
questionnaires as the sample. Thus, the overall return rate of valid questionnaires was Career
28.2 percent (Table I). development
4.1 Career stages programs
Career stage categorization in this study is therefore similar to that used in several
prior studies (Cron, 1984; Weeks et al., 1999). The sample was broken down for
analysis into four age groups corresponding to the Cron (1984) career stage 429
categories, with respondents in the exploration stage being equal to or less than
30 years of age; respondents in the establishment stage, being aged between
30 and 45 years; respondents in the maintenance stage, being aged between 46 and
65 years; and respondents in the disengagement stage, being those of 66 years of
age or above.
Characteristics n %
Age
Under 25 years (exploration stage) 128 34.9
25-44 years (establishment stage) 170 46.3
45-64 years (maintenance stage) 38 10.4
65 years or above (disengagement stage) 31 8.4
Sex
Male 308 83.9
Female 59 16.1
Education
High school 2 0.5
Bachelors degree 120 32.7
Master 223 60.8
PhD 22 6
Income
Less than US$571 (NT 20,000) 1 0.3
US$572-1000 (NT 20,001-35,000) 40 10.9
US$1001-1429 (NT 35,001-50,000) 209 56.9
US$1430-2000 (NT 50,001-70,000) 85 23.2
US$2001-2857 (NT 70,001-100,000) 25 6.8
US$2858 or above (NT 100,000 above) 7 1.9
Marital status
Married 226 61.6
Single 141 38.4
Table I.
Total 367 100 Sample characteristics
CDI foundation for our empirical test of career needs, we felt these items could be reduced to
9,4 a smaller set of underlying constructs. In order to reduce the data set, we conducted
factor analyses, using principal component extraction with varimax rotation. We
believe the three factor solution provides a good description of the underlying
constructs for the following reasons:
.
all items load strongly on only a single factor;
430 .
different factoring and rotation techniques gave us largely the same variable
groupings for each factor;
.
the variable groupings matched our intuitive conceptualization of the
hypothesized constructs;
.
all Cronbach a are larger than 0.7; and
.
all factors have an eigenvalue larger than 1.
4.4 The gap between career development programs and career needs
The gap between career development programs and career goal needs is determined as
the discrepancy between the average career goal needs of R&D personnel and the
average awareness-level of the career goals-oriented development programs currently
in use within their companies. The gap between career development programs and
career task needs, and the gap between career development programs and career
challenge needs are determined in a similar way (Table II).
The gap between career development programs and Exploration 1.22 0.92
career goal needs Establishment 1.39 0.93
Maintenance 1.40 0.91
Disengagement 0.97 1.23
The gap between career development programs and Exploration 1.42 1.04
career task needs Establishment 1.76 0.90
Maintenance 1.39 1.18
Table II. Disengagement 1.09 0.91
Mean, standard The gap between career development programs and Exploration 1.23 1.04
deviations of the three career challenge needs Establishment 1.67 1.02
types of gaps for various Maintenance 0.97 0.98
stage Disengagement 1.05 0.88
4.5 Job satisfaction Career
Job satisfaction was measured by a general job satisfaction scale developed by development
Hackman and Oldham (1975). The scale describes an overall measure of the degree to
which the employee is satisfied and happy with the job (Aryee and Leong, 1991). programs
Participants were provided with a seven-point Likert-type response scale ranging from
strongly disagree to strongly agree. A summed averaged of the items was
produced to form the job satisfaction point (Cronbachs alpha coefficient 0.92). 431
4.6 Turnover intentions
Based on Mobley et al. (1978), this study developed a seven-item scale to measure the
intentions that those within this group had of leaving their organization. Participants
were provided with a five-point Likert-type response scale ranging from very
unlikely to very likely. A summed averaged of the seven items was produced to
form a turnover intention index (Cronbachs alpha coefficient 0.88).
5. Empirical results
MANOVA data analysis was carried out to test whether, at different stages of their
careers, R&D personnel had differing viewpoints of their career needs. Table III shows
the cell means, univariate F-values, and contrast results for each type of career needs.
The result in Table III indicates the career goals needs are higher for people in the
exploration stage than for people in the maintenance stage. In addition, the career goal
needs is higher for people in the establishment stage than for people in the maintenance
stage. Similar pattern can be observed for career task needs, and career challenge
needs. Statistically significant difference is found in career goal needs (F 8.197,
p , 0.01), career task needs (F 7.154, p , 0.01), and career challenge needs
(F 13.74, p , 0.01). Therefore, the H1 is accepted here.
Regression analyses were conducted to examine the effects on job satisfaction from
the gap between career development programs and career needs, the effects of job
satisfaction on turnover, and the mediating effects of job satisfaction on the
relationship between the gap and turnover intentions.
Table IV presents the result of the standard regression analysis. As suggested there,
the coefficient for the gap between career development programs and career needs for
goals, the gap between career development programs and career needs for tasks, the
gap between career development programs and career needs for challenges on job
Independent variables
The gap between career development
432 programs and career needs for goals 20.30*** 0.25**
The gap between career development
programs and career needs for tasks 20.25*** 0.14*
The gap between career development
programs and career needs for
challenges 20.36*** 0.23***
R2 0.56 0.30
F 149.623*** 47.93***
Table IV. Job satisfaction 20.76**
Regressions of gap on R2 0.57
job satisfaction and F 489.69***
turnover intention Notes: *p ,0.05; **p , 0.01; ***p , 0.001
Turnover intentions
Dependent variable
Variables b (equation 4)
Independent variables
Table V.
Job satisfaction (mediator) 20.81*
Regressions of gap: the
The gap between career development programs and career needs for goals 0.04
independent variable on
The gap between career development programs and career needs for tasks 0.07
turnover intentions: the
The gap between career development programs and career needs for challenges 0.06
dependent variable
R2 0.58
when job satisfaction:
F 124.37*
the mediator is
controlled Note: *p , 0.001
programs and career needs and job satisfaction) than in equation 2 (turnover Career
intentions regressed on the three types of gap between career development development
programs). Job satisfaction thereby satisfied all of Baron and Kennys (1986)
mediating conditions, i.e. job satisfaction mediates the relationship between the three programs
types of gap between career development programs and turnover intentions.
Therefore, H2, H3, H4, H5 are supported.
433
6. Discussion and conclusions
One of the features of this study has been the attempt to define the factors influencing
R&D personnels job satisfaction levels from a perspective of the gap between career
development programs and career needs, based upon which this study infers the
relationship between this gap and turnover intentions.
The results of the regression analysis reveal that the three kinds of gaps between
career development programs and career needs are significant predictors of job
satisfaction (R 2 56 percent). For career goals, career tasks, and career challenges, the
regressive coefficients of the gap between career development programs and career
needs are also negative (b 2 0.30; b 2 0.25; b 2 0.36) respectively, indicating
that for career goals and career tasks and career challenges, the larger the gap, the
lower the level of job satisfaction amongst R&D personnel.
In other words, organizations that cannot provide career development programs
that satisfy the career needs of R&D personnel will produce widening gaps between
the two. Managers that fail to discover such deficiencies in good time, and hence fail to
provide an effective resolution to these deficiencies, will experience growing levels of
dissatisfaction that will reflect on work attitudes. If the nature of the deficiencies is
only slight, job satisfaction and morale are reduced; however, if it is more serious,
turnover intentions will increase, impacting upon corporate growth and long-term
performance. Hence, managers must begin to fully understand the gap between career
development programs and career needs seems to have only a negative impact on
organizational growth when in fact actual turnover (if turnover intentions lead to this)
can have numerous positive benefits. For example, if only the poorest performing
employees are leaving, turnover could actually be beneficial to the organization in
some circumstances; conversely, if the very highest performers are leaving, the results
could be devastating (Dalton and Todor, 1979).
This study has four inherent limitations: First of all, an individuals career is an
ongoing continuing processes, and the career needs and awareness of career stages of
R&D personnel will vary with time; however, due to obvious time and resource
constraints, this study has undertaken only a static investigation of a number of R&D
personnel at the same point in time, with no dynamic examination of this same group
of people over time. Secondly, Baruch (2004) argue that using specific age grouping is
inadequate in todays dynamic environment, however, having considered the length of
our questionnaire, costs, timescale and response rate, we have chosen to adopt age as a
measure for career stages although we are aware of the criticisms in the literature with
regard to the adoption of age as such a measure. Third, this study focuses on
examining the relationship between the gap and turnover intentions. We know that
other variables (e.g. shock, performance, salary, the search for job alternatives) can
simultaneously influence turnover, and we also concede that this represents one of the
limitations of our study. Forth, we believe that the low response rate in our study is due
CDI to the fact that R&D personnel may have been flooded with questionnaires in the past
9,4 (Baruch, 1999). This could be a general reason for the current trend amongst R&D
personnel not to respond to questionnaires; it could, however, also be a reflection of the
differences in culture or type of population in Taiwan (Baruch, 1999) and we therefore
deem this as a further limitation of our study.
Finally, this study concludes with suggestions for four areas for future research.
434 First of all, Baruch and Peiperl (2000) argued that it is important for managers to
consider not only what is desirable but also what is possible, given the firms current
climate, and not to set unrealistic goals. Besides considering the career needs of
employees, future study could consider how organizations might better understand
and develop their career systems in accordance with their existing cultures, with other
organizational characteristics, particularly climate-related. Second, careers can be
accomplished not only within, but also across, organizations. We therefore see this as
an interesting avenue for future research, exploring the ways in which individuals
careers unfold within different types of organizations and industries. Although some
initial work does already exist in the area of the boundaryless career (Peiperl et al.,
2000; Peiperl et al., 2002; Eby et al., 2003), further work is clearly necessary.
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Further reading
(The) Association of Allied Industries in Science-Based Industrial Park (2000), A Consumption
Guide of the Association Member at the Hsinchu Science-based Industrial Park, (in Chinese).
CDI Appendix
9,4
Constructs Career needs Career development programs
Career goals The completion of a successful career Establishing succession planning and
and preparations for a successful training replacements
handover
Gaining recognition as an Providing retirement planning and
expert/specialist, passing on counseling
knowledge and experience and
providing guidance
Securing an adequate pension package Possibly establishing an honorary
for retirement consultancy position
Career tasks Maintaining an acceptable level of Providing employees with
performance self-assessment means to maintain or
improve their performance
Seeking an identity outside of the Setting basic job standards
working environment
Encouraging participation in
associations Table AIV.
Career challenges Accepting career achievements Providing staff with counseling on R&D personnels career
role-shifting needs and appropriate
Adjusting identity and work schedules Providing staff with post-retirement career development
planning programs (during the
Adjusting and rearranging leisure time disengagement stage)