This study aims to unravel the impact of career self-management and organizational career management practices on the so-called ‘employability chain’ (wherein movement capital affects perceived internal and external employability, which in turn affects internal and external job transitions). It incorporates the perspective of not only employees and their direct supervisors, but also of the career professionals involved.
In order to be able to determine the impact of career management on the employability chain we include the perspectives of three different stakeholders in this process (employees, supervisors and career professionals). This study will indicate how they can synchronize their efforts and collectively contribute to strengthen a person’s sustainable employability by elucidating the effectiveness of instruments and interventions over time for different roles. Therefore, and more specifically, career professionals may learn how their efforts contribute to this process.
The design consists of a longitudinal quantitative survey at three measurement moments with 6-month intervals, and allows us to explain the impact of career management on organizational and individual outcomes over time. Data are collected from three large public service organizations, all of them situated in the Netherlands. The survey includes context-specific measures on the organizational career management practices, career self-management, movement capital, perceived internal and external employability, and measures for internal and external job transitions.
In this contribution, results are presented based on the first data wave, gathered in the first half of 2019.
