Date of Award

Fall 12-9-2021

Degree Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

School

Interdisciplinary Studies and Professional Development

Committee Chair

Dr. Heather M. Annulis

Committee Chair School

Interdisciplinary Studies and Professional Development

Committee Member 2

Dr. H Quincy Brown

Committee Member 2 School

Interdisciplinary Studies and Professional Development

Committee Member 3

Dr. John Kmiec

Committee Member 3 School

Interdisciplinary Studies and Professional Development

Committee Member 4

Dr. Dale L. Lunsford

Committee Member 4 School

Interdisciplinary Studies and Professional Development

Committee Member 5

Dr. Janea S. McDonald

Committee Member 5 School

Interdisciplinary Studies and Professional Development

Abstract

The deterioration of the traditional organizational career model progressively challenges employees to manage their careers (Briscoe et al., 2006). Increasingly, individuals self-manage their careers, focusing on both professional and personal circumstances throughout a career (Li et al., 2019). Employees continue to pursue career advancement by developing their knowledge, skills, and competencies. While individuals seek career development pursuing more challenging and higher paying jobs, organizations also show interest in career development.

Organizations take an interest in the career growth of employees because career advancement leads to increased morale and productivity and reduced costs associated with employee turnover (Bowness, 2019). Increased morale and productivity and reduced turnover costs benefit organizations. Feedback offers managers opportunities to improve their team’s performance (Wong, 2020). Additionally, feedback ties to positive organizational outcomes benefiting the employee (Cavanaugh, 2017). While academics examine feedback extensively, the tendency to overlook feedback as a catalyst for self-development continues (Cavanaugh, 2017).

The present study examines the relationship between feedback and protean career attitude (PCA), an individual’s tendency to proactively manage his or her career, following the employee promotion process (Hall, 2002). This study explores the relationship between the timeliness of feedback, the quality of feedback, the timeliness and quality of feedback, and PCA as perceived by employees not chosen for promotion.

Findings from this study emphasize the importance of providing feedback to employees not chosen for promotion after the employee promotion process. Findings show a significant relationship between the timeliness of feedback, the quality of feedback, the timeliness and quality of feedback provided after the employee promotion process and PCA as perceived by employees not chosen for promotion. Future research considerations include extending the study through qualitative methods and the use of control and treatment groups.

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