The Impact of Career Path, Career Management Satisfaction and Career Commitment on Organizational Commitment

Abstract

In this study, the major purpose was to explore the impact of some situational variables: demographic data, career path and career management satisfaction; on organizational commitment. The study also aimed to investigate the impact of career commitment on this relationship. Demographic data was studied to find the differences between demographic groups on the three dimensions of career commitment: identity, planning and resilience. Career path was explored to determine whether the mobility patters: movements along organizations, projects and positions; and the intention to work full time in the chosen career field; generate some differences on career commitment. This study also investigated the impact of employees‟ satisfaction towards career management satisfaction on career commitment. Finally, the study explored the impact of career commitment on the relationship between the situational variables, as independent variables, and organizational commitment, as the dependent variable. The target of this study was the employees of private nationals or internationals companies in Bolivia. A quantitative approach was adopted. The statistical methods utilized were reliability analysis, factor analysis, descriptive analysis, independent t-test, one–way ANOVA, correlation analysis, regression analysis and canonical correlation analysis. The results are concluded as follows: 1. Age, marital status, job position and educational degree present differences on career planning and career identity. The type of industry also affects career identity and career resilience. 2. Employees who get promoted present higher level of career commitment; and those who changed along projects might increase their organizational commitment. 3. Career management satisfaction towards practices on groups CMS-Strategies 1 and 2 predict career commitment, but CMS-Strategy 3 has a significant relation with both career and organizational commitment. 4. Career identity and career resilience predict 12.1% of organizational commitment. 5. Statistical analysis proved that some aspects of career path and employees‟ satisfaction towards organizational career management practices are significantly related to career commitment and therefore might increase organizational commitment.