Career Success

Mihaela ENACHE
Lecturer, Department of Business Administration,
Technical University of Catalonia, Barcelona, Spain
Tel.: 034-93-7398171
Mihaela ENACHE (Corresponding author)
Assistant Professor, Department of Business Administration,
Technical University of Catalonia, Barcelona, Spain
Tel.: 034-93-7398695
Assistant Professor, Department of Business Administration,
Technical University of Catalonia, Barcelona, Spain
Tel: 034-93-7398690
Lecturer, Department of Business Administration,
Technical University of Catalonia, Barcelona, Spain
Tel: 034-93-7398690


Transylvanian Review
of Administrative Sciences,
No. 29E/2010 pp. 144-158

This study proposes to analyze the relation
between subjective success, the affective and
continuance components of organizational
commitment and the intention to leave the
organization, in order to reflect the repercussions
on organizational and individual levels. Despite
the increasing importance of the organizational
commitment and the relevance of subjective
success in the current context of the professional
careers, a gap exists in specialized literature. The
hypotheses were tested by means of a structural
equations model and it has been observed that
individual perception of the success achieved
in professional careers has a positive relation
to affective commitment and a negative relation
to employees’ continuance commitment. The
relation between these two types of commitment
and the intention to leave are those anticipated in
the current literature. Finally, contextualising the
present paradigm shift in psychological contracts
and the profiles of a professional career, the
implications of this study on human resources
policies are considered and future lines of
investigation are suggested.

1. Introduction
For more than three decades, scientific literature (Mathieu and Zajac, 1990; Meyer et al., 2002) has been reflecting the importance of organizational commitment. With the exception of some critical contributions (Baruch, 1998), and regardless of the contextual changes that have occurred as well as the alteration to psychological contracts (Rousseau, 1989; Rousseau and Wade-Benzoni, 1995), present empirical evidence seems to continue to stress the importance of organizational commitment (Meyer et al., 2002; Luchak and Gellatly, 2007). That is to say, from the point of view of employees, organizational commitment can lead to greater self-esteem and greater psychological well-being, which affects the organization (Escrig-Tena, Roca and Bou, 2002). For the organization, to have committed employees implies, among other positive aspects, higher performance, lower cost associated to voluntary absenteeism, lower indices of counter-productive behaviour, greater citizen behaviour, lower turnover of personnel and therefore a greater capacity to retain talent (Mathieu and Zajac, 1990; Meyer and Allen, 1997; Meyer and Herscovitch, 2001; Meyer, Stanley, Herscovitch, and Topolnytsky, 2002). In this way, society in general tends to benefit from the fact that organizations have committed employees, in terms of greater national productivity and efficiency at work (Mathieu and Zajac, 1990).

In the same way, in recent years, the fight for talent has become a very important factor in the current organizational context (Somaya and Williamson, 2008). Attracting, retaining and assuring the satisfaction of key employees constitutes one of the fundamental factors in obtaining sustainable competitive advantages. Therefore, promoting organizational commitment of talented workers...

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