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The essential focus of this study is to investigate the relationship between those factors which influence the career success of an employee in an organization i.e. career commitment, psychological correlates, and proactive personality. The success in any career is the main prospect where everything takes off. In this research, we are going to be studying the effects of these factors on an employee’s success in his career. Success is termed as “accomplishment of an aim or purpose”, but when we study the psychological subjectivities in inside the mind of an employee working in an organization, the whole meaning of the word success becomes a conundrum.
Success has transitioned from a traditional career development model to a no boundaries career development model (Defillippi, R.J., and Arthur, M.B., 2006).
The psychological relationship with a subjective and objective approach. Subjective career success can be understood in two ways. First, it’s better to have an integral subjective assessment for career success, some factors may not be under the influence of objective factors the second explanation for subjective career success is apart from objective factors that require additional subjective assessments (Shockley, K.
M., Ureksoy, H, 2015).
According to Heslin, while conceptualizing and evaluating your career success, you must be first self-aware of realization goals, self-identity and perceived opportunities for promotion (Heslin, P.A, 2005). One can say that career success is a mix where an employee observes, realize, measure and verify everything in his nature and then directly applies it to experience. The nature of the employee defines four major things in his psychology that have indirect contact with a direct result i.
e. career success. The four things thoroughly researched in this thesis are:
Individuals with a strong sense of career commitment and increased levels of career expectations may make significant investments in their careers (P.B. Srikanth and D. Israel, 2012). The psychological assumption set by any culture towards any niche of career has a direct impact on an individual’s perception of a successful career. The regional factor plays an important role in the expectation of an individual leading to career satisfaction.
According to Blau (1985), the psychological perception of attitude towards one’s profession or vocation is termed as career commitment. The research says that when a general observation is conducted among the brutal career competition environment, the perceiving nature towards the profession of an employee by himself leads us to believe to what extent he is committed. Also, the commitment derives the employee towards better outcomes such as promotions and other success related perks.
Jen-Ruei Fu (2010) defined career satisfaction as the level of overall happiness experienced through one’s choice of career (P.B. Srikanth and D. Israel, 2012). According to a review taken, 71 percent of employees are looking for new jobs. The vast majority of 17,000 U.S. workers in 19 industries who participated in a survey conducted by the nonprofit group Mental Health America and the Faas Foundation said they are unhappy with their jobs (Gene Marks 2017). The emotional attachment to a career can lead to success.
Career growth can be construed as the fulfillment of promises on the part of the employer implied by the psychological contract, which in turn has been found to be positively related to employees’ organizational commitment (Coyle-Shapiro, J., & Morrow, P. C., 2006). One reason for wanting to remain with the organization is related to the ability of individuals to satisfy their needs at work (Hackman, J. R., & Oldham, G. R., 1976).
The concept of personal values has a strong tradition in psychological as well as management research. The concept has been increasingly useful in explaining individual-level attitudes and behaviors. Openness to change versus conservation contrasts values that stress independence and change with values that stress self-preservation and stability (security, conformity, tradition) ( (T.N. Krishnan, 2012). According to T.N. Krishnan, Employees with a traditional approach of 9 to 5 to work has misled a number of generations.
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