Career commitment refers to one’s emotional attachment to one’s career rather than to one’s current working organization. While career commitment has been studied for decades as an important construct in applied psychology research, robust conclusions about its antecedents have not been drawn by empirical research. To address this issue, this research presents the results of a meta-analytic review of the antecedents of career commitment based on data from 156 individual studies (N = 58,651) conducted between 1980 and 2019. A total of 52 latent antecedents were captured and categorized into five different groups, and the strength, direction and heterogeneity of the relations between career commitment and its antecedents were meta-analytically investigated. Our findings revealed that while individual attributes (e.g. age) alone were weak predictors of career commitment, psychological (e.g. job satisfaction) and organizational factors (e.g. organizational career growth) exhibited medium effect sizes. In addition, among job-related factors, autonomy demonstrated a relatively strong influence on career commitment. The implications are elucidated for researchers and practitioners in the light of these key findings.

Despite a growing amount of research on the impact of perceived corporate social responsibility (CSR) on employee behavior, psychological factors explaining why and for whom the relationship holds have yet to be fully investigated. Drawing on social identity theory, this study examined organizational pride as the underlying psychological mechanism explaining the relationship between CSR perception and organizational citizenship behavior (OCB), and tested the moderating effects by two individual difference variables: collectivism orientation and person–organization fit. Analyses of survey data collected from 210 employees in South Korea showed that organizational pride mediated the CSR perception–OCB relationship. In addition, collectivism orientation strengthens the CSR–pride relationship, while person–organization fit strengthens the OCB–pride relationship. This research contributes to the relevant literature by stressing the importance of individual characteristics in predicting and understanding the effects of CSR perception on employee behavior.

Purpose: The purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.Design/methodology/approach: A sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.Findings: The results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.Practical implications: Transformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.Originality/value: This study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.

The purpose of the present study was to examine the effects of a future time perspective (FTP)-based career intervention on career decisions. The career intervention consisted of three sessions based on three factors of FTP: opportunity, value, and connectedness. The study was performed with 41 college students who were randomly assigned to the intervention group (N = 21) and the control group (N = 20). The intervention group showed higher levels of FTP, career decision-making self-efficacy, and career search self-efficacy at the posttest compared to the corresponding results of the control group. Furthermore, the results of a paired-samples t test showed that the effects of the career intervention were maintained at a 4-week follow-up. Lastly, the theoretical and practical implications of the study were discussed.

This study seeks to explore the mediating effects of future time perspective (FTP) between personality variables and career decision-making self-efficacy and career indecision with respect to managing sustainable careers. We used an online survey to collect data from 250 undergraduates for Study 1, in which we explored the mediating role of FTP which focused on the emotional and cognitive personality traits of emotional intelligence, ego resilience, and self-control; and from 249 undergraduate students for Study 2, in which we investigated the mediating effects of FTP on the personality traits of extraversion, conscientiousness, and neuroticism. The results from the first study indicated that emotional intelligence, ego resilience, and self-control had indirect effects on career decision-making self-efficacy and career indecision via FTP. The results of the second study showed that extraversion, conscientiousness, and neuroticism had indirect effects on career decision self-efficacy and career indecision via FTP. These results contribute to an enhanced understanding of the relationship between personalities and career decisions, and they expand our knowledge about the antecedents and consequences of FTP. At the end of this paper, we discuss the theoretical and practical implications of this study and identify directions for future research.

Research on the field of creativity currently lacks a cumulative investigation of how and why emotional stability affects individuals’ creative processes and performance in the workplace. The present study investigates the mediating and moderating processes through which emotional stability is linked with creativity. We examine the indirect effects of emotional stability on creativity through daily positive affect and daily work engagement, and further test whether paradoxical leadership moderates these relationships. Data were collected from 111 employees in Korea who took surveys in four different phases—Time 1, Time 2, Time 3 (i.e. daily surveys for 10 consecutive workdays), and Time 4. The results show that daily work engagement mediates the relationship between emotional stability and creativity, while the direct effect of emotional stability on creativity and the mediating role of daily positive affect in this relationship are not supported. Furthermore, paradoxical leadership was found to moderate the indirect effects of emotional stability on creativity via daily positive affect and daily work engagement, with significant indirect effects when paradoxical leadership was high but not when it was low. Important theoretical and practical implications to the extant literature on creativity and leadership are discussed.