Career Adaptability Mediates Career Management and

Organizational Support to Improve Career Success

Sylvia Diana Purba, Bella Carissa,

and Efendi

Atma Jaya Catholic University

Keywords: career adaptability, career management, organizational support, career success

Abstract: Changes in information technology have a big impact on how employees perform. The ability of employees

to adapt to the changing condition can influence their career success. This research aims to understand the

effect of career management and organizational support on career success mediated by career adaptability.

The research was conducted on 130 lecturers in Jakarta. The analysis utilised is Structural Equation

Modelling (SEM) with AMOS. The results show that the independent variables (career management and

organizational success) do not have direct effect on career success. Career adaptability fully mediates both

independent variables and career adaptability has a significant and positive effect on career success.

1 INTRODUCTION

In a changing world, the competition to become

a qualified human resource (Human Resource) is

getting harder. Especially in the Industrial

Revolution 4.0, HR is expected to be able to follow

the progress of science and technology. With this

rapid and massive change, the competence of each

individual is expected to increase in order to have

competitiveness. The result of this revolution also

has an impact on each individual career. Aspects in a

career tend to change, following the occuring

developments. Consequently, individuals have to be

able to renew themselves with various aspects of the

current career.

Lecturer is a profession that has a big impact on

industrial revolution 4.0. As teachers and

researchers, they can not avoid the immediate

impact of developments in science and technology.

These developments can become a new challenge or

a weakness inlecturers’ career. For this reason,

adaptability in which lecturers can conform

themselves to an ever-changing environment is

needed. Furthermore, career management and

organizational support will change to adjust to these

changes, as well as the implementation of lecturers’

tasks.

The ability to adapt will greatly determine the

success of lecturers, specifically in the era of rapid

change in technology – in which, systems and

methods of learning are constantly being updated.

With all these changing, the lecturers are expected to

have an awareness for their career, to adapt to the

digital era, to conform to the more diverse learning

processes and methods, including publishing and

conducting administrative activities online. Hence,

the lecturers can continue to develop to provide the

best performance for themselves, the organization

and work atmosphere, as well as to continue to

contribute to their respective fields.

A research by Savickas and Porfeli (2012) build

a psychometric scale to measure career adaptability.

The resulting Career Adaptability Ability Scale

(CAAS) scale consists of four scales, each with six

items. The four scales measure concern, control,

curiosity, and confidence as psychosocial resources

to manage job shifts, developments, and barriers.

The four sub-scales of concern, control, curiosity,

and confidence are well received. Internal

consistency estimates for the total CAAS score are

solid in all countries researched. Savickas and

Porfeli (2012) indicates that further studies on career

adaptability are needed to identify the theoretical

predictors of differences between economies,

cultures, and countries to determine the extent to

which they explain differences in career adaptability

in various countries. Overall, Savickas and Porfeli

concluded that CAAS is ready for further testing and

development, especially on elaboration and validity

of career adaptability skills on CAAS score. CAAS

seems to have a strong potential to be used in the

Diana Purba, S., Efendi, . and Carissa, B.

Career Adaptability Mediates Career Management and Organizational Support to Improve Career Success.

DOI: 10.5220/0008440103470355

In Proceedings of the 4th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2018), pages 347-355

ISBN: 978-989-758-387-2

347

internationalization of career development research

and intervention in the 21st century global economy.

2 LITERATURE REVIEW

Intrinsic motivation in a career can be based on

the theory of self-concordance motivation proposed

by Sheldon et al. (2004). People would feel

interested and do something with a feeling of joy

when driven by autonomous motives coming from

within the person. Intrinsic motivation can be in the

form of strong desires and positive feelings that

people feel about their work. This positive feeling

can also be associated with a sense of meaning in a

career. This can strengthen and encourage efforts to

manage themselves and make work becomes

meaningful. Building intrinsic motivation can also

help to create a career with positive feelings and

experiences. Career is a series of one's position in

work throughout his/ her life (Robbins and Coulter

2007). A person's career choices are usually

motivated by many factors, such as interests, self-

image, personality, and social backgrounds (Mathis

and Jackson 2004), anyhow, one's career is often

determined by the opportunity or support of the

organization where someone works.

For someone, to pursue a career in an

organization in a dynamic organizational

environment where there is a turbulence of company

performance is a challenge. Uncertain economic

conditions that can affect the termination of

employment at any time and finally can break the

career that has been pioneered. Besides, global

conditions with work mutations between companies

in many countries, and technological / IT advances

provide opportunities to pursue careers that are not

only focused on the hierarchy in a company. This

situation makes experts begin to redefine career

success. Careers are no longer seen as merely

hierarchical improvements but can also be seen

horizontally and even without limits.

Researches related to career success from 1980

to 1994 mostly (75%) use objective success criteria

(Arthur and Rousseau, 1996). Then, career research

begins to use subjective success criteria (Greenhaus

2000; Hall 2002). Subjective career success include

real reactions and anticipations related to the

acquisition of a wide range of time rather than a

momentary satisfaction (Greenhaus et al. 2000), the

extent of outcomes such as identity (Law et al. 2002)

or goals (Cochran 1990) and also reflected by

personal standards depending on goal (Gattiker and

Larwood 1988).

Further development of career success criteria is

broader as indicated by Friedman and Greenhaus

(2000), in which the indicators of success is seen

from status, time for self, challenge, security and

social. Success criteria are also linked to career

outcomes, such as work-life balance (Finegold and

Mohrman 2001), goals (Cochran 1990), meaning

(Wrzesniewski 2002), transcendence (Dobrow

2004), and contributions from work (Hall and

Chandler 2005).

2.1 Career Management

Almost everyone views their career as a unique

set of jobs, positions and experiences - experiences

felt by each individual are different, so that this view

recognizes that every individual, basically, has a

career that is different from other individuals. This

approach is in line with Baruch (2004), that careers

are "owned" by individuals, on the other hand, for

people who are employed, careers will be planned

and managed by their organizations. Dessler and

Tan (2009) argue that careers are relationships that

are related to work position that people have during

their tenure. In the past, careers were seen as the

primary responsibility of individuals. Arthur et al.

(1989) considers careers as "a sequence of work

experience that continues to evolve over time". The

organization will try to match the interests and

abilities of individuals with the opportunities that

exist in the organization through planned programs

such as career systems, career counselling, work

rotation and other career management tools

(Adekola, 2011).

Dessler and Tan (2009) indicate that career

management is a skill process and career interests

that allow employees to understand, develop, and

use them effectively. Kong, Cheung and Zhang

(2010), suggest that career management is an

organizational career management (OCM), also

called "organizational support for career

development" or "organizational sponsor", referring

to the programs, processes and assistance provided

by the organization to support and improve success

in their employees' career.

2.2 Organizational Support

Organizations need reliable human resources to

survive in a dynamic and competitive business

environment (Greenhaus, Callanan and Godshalk,

2000). To be able to produce these resources,

organizations need a system that can support the

development of each employee. Eisenberger et al.

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(1986), introduce the concept of perceived

organizational support (POS) to explain the

development of employee commitment to an

organization. They say that employees develop their

trust in an organization is by looking at how the

organization assesses the contribution made by

employees and how the organization appreciate

employees’ performance through incentives. As a

result, employees become more loyal as they feel the

reciprocal relation the organization makes to their

efforts and work results (Eisenberger et al., 1986).

POS would be positively related to career self-

management behaviours which aim to continue

careers in the organization and negatively correlate

with career self-management behaviours which aim

to advance careers outside the organization.

2.3 Career Adaptability

Career adaptability reflects a process by which

people build their professional lives dynamically and

at the same time showed their ability to proactively

and effectively handle the changes in relation to the

particular sociocultural and socioeconomic context

in which they live (Tladinyane and Van der Merwe,

2016). There are four dimensions of career

adaptability: concern, control, curiosity, and

confidence.

The most important dimension is career concern,

(Gunawan, 2014) as it measures a person's trust and

readiness for his/her future, including how

individual will develop his/her career planning

(Tolentino et al., 2013; Gunawan, 2014; Tladinyane

and Van der Merwe, 2016). Next, career control is

related to a sense of ownership and individual

responsibility to shape and build their own career,

and even how an individual can influence his/her

own career (Tolentino et al., 2013; Gunawan, 2014).

Career curiosity is people's curiosity about their

career that encourages them to learn more about

their abilities, to see their career opportunities and

place themselves in various tasks and roles

(Tolentino et al., 2013; Gunawan, 2014; Tladinyane

and Van der Merwe, 2016). Finally, career

confidence is about people's confidence in their

abilities in pursuing work goals, facing challenges,

and solving work related problems (Tolentino et al.,

2013; Gunawan, 2014).

Career adaptability helps individuals build strong

relationships with the organization, how they feel fit

and responsible for the organization (Tladinyane and

Van der Merwe, 2016). Career adaptability that

comes from within the individual, specifically

relates to the way individuals manage their career,

make career-related decisions, and, above all, adapt

to a constantly changing work environment

(Tladinyane and Van der Merwe, 2016).

A research by Guan et al. (2015), based on career

construction and social exchange theories, examined

the effects of perceived organizational career

management and career adaptability on indicators of

career success (i.e., salary and career satisfaction)

and work attitudes (i.e., turnover intention) among

654 Chinese employees. The results show that career

adaptation plays a unique role in predicting salary

after controlling the effects of demographic and

perceived organizational career management

variables. Further results show that career adaptation

ability moderates the relationship between perceived

organizational career management and career

satisfaction, hence this positive relationship is

stronger among employees with a higher level of

career adaptation.

2.4 Career Success

A research conducted by Ng et al. (2005) found

four variables used as predictors of career success.

These predictors are human capital, organizational

sponsorship, socio-demographic status, and stable

individual differences. Human capital refers to a

person’s personal and professional experience

(Becker, 1964) which can increase organization

commitment, and often used as a predictor of career

success. Organizational sponsorship reflects the

extent to which an institution provides special

assistance to employees to facilitate them, such as

training and development. Socio-demographic status

implies theindividuals’ demographic and social

backgrounds, such as age, sex and marital status.

Finally, stable individual differences represent the

disposition characteristics. This includes the Big

Five personality, proactive behaviour, and locus of

control.

Career success consists of intrinsic perception

(e.g. professional roles, career satisfaction) and

extrinsic perception (e.g. hierarchy, income) (Santos,

2015). The intrinsic success represents the subjective

component of career success, individuals’ feeling

and reaction to their own career, and usually judged

based on psychological success, such as career

satisfaction, career commitment, and job satisfaction

(Ballout, 2007).

Career Adaptability Mediates Career Management and Organizational Support to Improve Career Success

349

2.5 Career Adaptability as A

Mediation

Career adaptability is conceptualized as "meta-

competency", because it can predict achievement in

career development and professional effectiveness

(Bocciardi et al., 2016). The "meta-competency"

theory was put forward by Brisco and Hall, which is

the ability to facilitate the acquisition of other

specific competencies. For example, career

adaptability can be categorized as "meta-

competency" for career development and career

success. Savickas and Profeli (2010) creates the

concept of career adaptability as a collection of

attitudes, behaviours, and competencies utilized by a

person when overcoming changes in the condition

and demand of work. Based on the concepts of

Savickas and Porfeli, career adaptability is an ability

which can be trained and acquired. Several studies

have shown that career adaptability has a positive

influence on career success, both subjective and

objective (Bocciardi et al., 2016).

2.6 Hypothesis

Figure 1 presents the conceptual model depicting

the relations among variables. It illustrates that

career management and organizational support, two

primary independent variables, lead to career

adaptability. Career adaptability, in turn, links with

the outcome of career success. In other words, career

adaptability is an intervening variable of career

management and organizational support on career

success. The hypothesis are as follows:

: Career management has an influence on

career success.

: Organizational support has an influence on

career success.

: Career adaptability has an influence on

career success.

: Career management has an influence on

career adaptability.

: Organizational support has an influence on

career adaptability.

: Career adaptability mediates the influence of

career management on career success.

: Career adaptability mediates the influence of

organizational support on career success.

3 RESEARCH METHOD

3.1 Participants

The respondents consisted of 130 lecturers obtained

using convenience sampling (see Table 1).

Table 1: Characteristics of respondents.

Characteristic

s of sample

Groups

Numbe

r of

respon

dents

Percenta

ge of

responde

nts

Gender

Male

46.9

Female

53.1

Age

≥ 20 years

6.2

≥ 30 years

≥ 40 years

34.6

≥ 50 years

26.9

≥ 60 years

12.3

Experience

≤ 5 years

17.7

6 - 10 years

16.9

11 - 15

years

16.2

16 - 20

years

16.2

21 -25 years

5.4

26 - 30

years

12.3

> 30 years

15.4

3.2 Measures

The study used a survey to find out the level of

career success, career management, career

adaptability and organizational support. The

respondents' assessment is measured in an interval

scale, ranging from 1 (strongly disagree) to 6

(strongly agree).

The population of this study, which are

universities' lecturers in Jakarta, is difficult to be

known. Considering that the job description and

functional career levels of the lecturers are the same

for each lecturer, then the population characteristics

are relatively homogeneous as seen from

Figure 1: Conceptual Model.

Career

Manageme

Organization

al Support

Career

Succes

Career

Adaptability

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characteristics of tasks and career positions passed.

Due to time and cost limitations, this research

sample was obtained using convenience sampling.

The questionnaire was distributed using paper based

survey and google form simultaneously for 1 month.

The questionnaires were distributed to 300

respondents, but only 170 questionnaires were

usable. After the treatment of the study results, only

130 samples can be used in testing the model.

Career success (CS) is derived from Gattiker and

Larwood (1986) with five dimensions: job success,

interpersonal success, financial success, hierarchical

success, and life success. The reliability estimates of

this variable have a Cronbach’s Alpha of .906

Career adaptability(CA) is derived from

Savickas and Profeli (2012), which is also called

Career Adapt-Ability Scale (CAAS) with four

dimensions: concern, control, curiosity, and

confidence. The reliability estimates of this

mediation variable have a Cronbach’s Alpha of .957.

Carer management(CM) is derived from Adekola

(2011), with two dimensions: importance and

availability. The reliability estimates of six items

have a Cronbach’s Alpha of .896.

Organizational support (OS) is derived from

Purba and Sandroto (2017), with three dimensions:

work-life balance, counselling, and career plan. The

reliability estimates of this variable have a

Cronbach’s Alpha of .898.

3.3 Statistical Analysis

This research usesStructural Equation Modelling

(SEM) using the AMOS for data analysis. First, we

tested the Confirmatory Factor Analysis (CFA)

onexogenous (independent) and endogenous

(dependent) variables. CFA was carried out to

confirm if the indicators can be used in the full

model test. Finally, a full structural model and

mediation are tested using bootstrapping technique.

4 RESULTS

4.1 Confirmatory Factor Analysis

(CFA)

Figure 2: CFA Model Exogenous Variables.

In the CFA test the model shows good goodness of

fit (GOF), for exogenous models as shown in figure

2. CFA test for endogenous models also indicate

goodness of fit as shown in figure 3.

Figure 3: CFA Model Endogenous Variables.

4.2 Hypothesis Result

Based on Table 2 and Figure 4, we conclude the

results of hypothesis tests, as seen on Table 3:

Hypothesis tests results.

Table 2: Regression Weights.

Estimate

S.E.

C.R.

CA <--- CM

0.283

0.083

3.408

***

CA <--- OS

0.311

0.078

4.002

***

CS <--- CM

0.037

0.048

0.774

0.439

CS <--- CA

0.569

0.095

5.971

***

CS <--- OS

0.034

0.045

0.758

0.448

Career Adaptability Mediates Career Management and Organizational Support to Improve Career Success

351

Figure 4: Full Structural Model

Table 3: Hypothes tests results.

Hypothesis

Result

Career management has

an influence on career

success

Rejected,

not significant

Organizational support

has an influence on career

success

Rejected,

not significant

Career adaptability has an

influence on career

success

Accepted,

significant

Career management has

an influence on career

adaptability

Accepted,

significant

Organizational support is

significantly effected to

career adaptability

Accepted,

significant

4.2 Mediation Test

To answer the hypothesis 6 and 7, we did the

mediation tests.

Table 4: Mediation Effect Result.

Hypothesis

Indirect

Effect

Result

Career adaptability

mediates the

influence of career

management on

career success

.299

(.002, sig.)

Accepted,

Full

Mediation

Career adaptability

mediates the

influence of

organizational

support on career

success

.343

(.015, sig)

Accepted,

Full

Mediation

The results of the mediation test show that the

two independent variables were fully mediated by

career adaptability with the estimate value of 0.29

and 0.343, respectively (table 3). Baron and Kenny

(1986) argue that the most powerful mediating effect

occurs when there are indirect effects but no direct

effect, called full mediation. This is shown from the

results of two-tailed indirect effects on career

management and organization support by .002 and

.015 (significance level of 90%), and the results of

two-tailed direct effects do not show significant

outcomes (.479 and .454). The test results show the

effect of career adaptability on career success has a

relatively large coefficient of 0.569 so that an

increase in career adaptation can increase career

success significantly.

5 DISCUSSIONS

The results of this study shows that career

adaptability which has a causal relationship with

other variables. Career adaptability defines the effect

of adaptive capability on one's career and enhancing

career success. From the direct relationship between

two independent and dependent variables, career

management and organizational support do not have

a direct effect on career success. Qualitative studies

conducted by Santos (2016) and Kong, Cheung and

Zhang (2010) on career management conclude that

career management is strongly influenced by various

factors in a person and organization. Differences in

organizational culture and even the country culture,

perspectives regarding HR systems and career goals,

organization quality, work environment and skills of

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a person have strong influence on career

management.

Ballout (2007) indicates that individuals and

organizations are facing different career models

compared to the previous decade where both

individuals and organizations must share

responsibilities in managing and controlling the

processes, obstacles and challenges in career

success. Because career continues to change, both

researcher and practitioner agree that career success

is no longer determined by a series of well-defined

variables (Ballout, 2007). In this research, that

argument is evidenced by the indirect effects arising

from career adaptability, while the direct effect did

not produce a significant effect.

Career management and organizational support

have a positive and significant effect on career

adaptability. These three variables have relevance to

change. Career management is an ongoing process

in which there is a career management cycle that

always revolves and makes adjustments related to

the aspects inside it (goals, strategy, implementation,

information, support, awareness, and feedback).

Savickas and Porfeli (2012) indicate that career

adaptability can positively influence the way

individuals make and develop their careers, also how

they respond to commitment of career. Tladinyane

and Van der Merwe (2016) indicate that career

adaptability has an impact on work engagement and

job satisfaction. In addition, career adaptability helps

individuals build strong organizational relationships,

how individual feels fit and responsible for the

organization.

To see the effect resulting from career

adaptability, overall mean score analysis was

conducted based on the respondent's work

experience (see Table 4). Work experience is

considered to have a relationship that is in line with

the ability to adapt, as well as career satisfaction,

performance and salary. From the results, the overall

classification shows a high result. This shows that all

respondents have and put an effort on their

adaptation skills.

This study also found the results of overall mean

score for career adaptability based on experience and

of career adaptability dimensions is in accordance

with the theory of Ng et al. (2005), which identifies

four sets of variables that have often been used as

predictors of career success. These predictors are

human capital, organizational sponsorship, socio-

demographic status, and individual differences.

Human capital refers to individual’s educational,

personal, and professional experiences (Becker,

1964), which can enhance their career commitment

and are often used as predictors of career success.

This is relevant to the dimension of concern – a

person's trust and readiness for his future, including

how individual will develop his career planning

(Tolentino et al., 2013; Gunawan, 2014; Tladinyane

and Van der Merwe, 2016).

Organizational sponsorship predictors represent

the extent to which organizations provide special

assistance for its employees to facilitate their career

success, such as supervisor support, training and

development. These predictors are relevant to the

control and curiosity dimensions. Control is related

to a sense of ownership and individual responsibility

to shape and build their own careers, and how an

individual can influence their own careers

(Tolentino et al., 2013; Gunawan, 2014), curiosityis

someone's curiosity about his career that encourages

these individuals to learn more about their abilities,

to see their career opportunities and place

themselves in various tasks and roles (Tolentino et

al., 2013; Gunawan, 2014; Tladinyane and Van der

Merwe, 2016).

Table 4: Overall Mean Score based on Experience.

Experience

Age

Range

Overall Mean

Score CA

Interval

≤ 5

23 - 52

4.927

High

> 5 - 10

30 - 58

4.576

High

> 10 - 15

35 - 69

4.92

High

> 15 - 20

39 - 62

5.116

High

> 21 - 25

44 - 58

4.56

High

> 25 - 30

52 - 61

4.993

High

> 30

55 - 65

4.484

High

Socio-demographic status predictors reflect

individual demographics and social backgrounds,

such as age, sex and marital status. Finally, stable

individual differences represent disposition

characteristics. This includes, Big Five personality,

proactive, and locus of control, which are relevant to

the dimensions of confidence –a person's self belief

in his/her abilities in pursuing work goals, facing

challenges, and solving work related problems

(Tolentino et al., 2013; Gunawan, 2014).

Career Adaptability Mediates Career Management and Organizational Support to Improve Career Success

353

The lecturers in this study responded to the good

organizational support and career management, and

the perception of these two variables have a positive

impact on improving career adaptation. Lecturers

generally have good career adaptations so they felt

successful in their careers. This result is shown by

the very high scores on career success and is

influenced by career adaptation in a significant and

positive manner.

The lecturers felt good organizational support,

especially in the work-life balance indicator, while

other's support is only at a moderate level. While,

career management is still in the category of

sufficient or moderate. However, for career

adaptation the lecturers have made good efforts so

that they generally make maximum efforts at work,

being responsive and prudent, always looking for

opportunities, fully responsible for their tasks, can

solve problems, be optimistic and improve their IT

skills to support career success.

From the results, the lecturers felt very high

career success in job success, interpersonal success,

and life success. However, for financial success, the

response is only adequate and for hierarchical

success, the response falls into relatively high

category.

From the test results, the presence of

organizational support and career management can

improve career adaptation so that the organization is

expected to provide support for lecturers and

conduct proper career management to enhance

career adaptation which can become an effective

mediating variable in improving the career success

of the lecturers. The respondents seems to perceive

that the universities where they work have not been

conducted a maximum career management.

6 CONCLUSION

6.1 Implications for Individual and

Practice

Overall, this study found an important role career

adaptability to influence career management,

organizational support and career success. The

findings of this study have implications for

individuals (lecturers) and HR practitioners

(organizations). In conclusion, career adaptability

fully mediates career management and

organizational support to career success. Individuals

are responsible for continuing to develop, have a

perspective on their career, and prepare their future.

HR practitioners (organizations) are responsible for

providing career development and engaging

employees in career opportunities.

For individuals, they are expected to have high

career adaptability because it is very useful not only

for the present, but also in the future. As someone

who has a career, individuals are expected to survive

in external environment and have internal quality.

For organizations; systems, career management

and organizational support are expected to be

created, developed and implemented and become a

part of HR systems in organization.

6.2 Methodological Limitations and

Future Directions

The results of this study cannot be generalized to

a wider population, considering the samples were

taken using convenience sampling and only on

lecturer profession in Jakarta. This research is

centered in one region and one profession. Future

research can conduct research on other

organizations, professions or regions. Another

limitation lies in filling out of questionnaires which

was not accompanied by the researcher so that the

respondent's answers were based on the respondent's

understanding which might vary between

respondents.

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