Date of Award
Fall 12-2021
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.
Copyright
Marcie R Overstreet
Recommended Citation
Overstreet, Marcie, "THE RELATIONSHIP BETWEEN THE PROTEAN CAREER ATTITUDE AND FEEDBACK AFTER THE EMPLOYEE PROMOTION PROCESS" (2021). Dissertations. 1933.
https://aquila.usm.edu/dissertations/1933
Included in
Business Administration, Management, and Operations Commons, Business and Corporate Communications Commons, Organizational Behavior and Theory Commons, Performance Management Commons, Training and Development Commons