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Career Commitment in STEM: A Moderated Mediation Model of Inducements, Expected Contributions, and Organizational Commitment

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dc.contributor.authorCai, Huiru
dc.contributor.authorOcampo, Anna Carmella
dc.contributor.authorRestubog, Simon
dc.contributor.authorKiazad, Kohyar
dc.contributor.authorDeen, Midel, Catherine
dc.contributor.authorLi, Min
dc.date.accessioned2024-06-17T00:31:40Z
dc.date.available2024-06-17T00:31:40Z
dc.date.issued2018
dc.date.updated2024-05-19T08:18:02Z
dc.description.abstractIn this article, we draw insights from the employee-organization framework to test a model linking offered inducements and expected contributions to career commitment through organizational commitment. Data were collected from 396 full-time chemists and laboratory specialists who work in a large health-care organization in China. Results revealed that organizational commitment mediated the relationships between employee–organization framework (i.e., offered inducements and expected contributions) and career commitment. Moderated mediation analyses further revealed that the conditional indirect effects of offered inducements in predicting career commitment via organizational commitment were stronger for high as opposed to low expected contributions. Implications for theory and practice are discussed.
dc.description.sponsorshipThis research was supported by the National Natural Science Foundation of China (71472066)
dc.format.mimetypeapplication/pdfen_AU
dc.identifier.issn1069-0727
dc.identifier.urihttps://hdl.handle.net/1885/733713215
dc.language.isoen_AUen_AU
dc.publisherSage Publications Inc
dc.relationhttp://purl.org/au-research/grants/arc/DP170101514
dc.rights© 2017 The authors
dc.sourceJournal of Career Assessment
dc.subjectcareer commitment
dc.subjectemployee–organization relationship
dc.subjectexpected contributions
dc.subjectorganizational commitment,
dc.subjectoffered inducements
dc.subjectsocial exchange
dc.subjectSTEM workforce
dc.titleCareer Commitment in STEM: A Moderated Mediation Model of Inducements, Expected Contributions, and Organizational Commitment
dc.typeJournal article
local.bibliographicCitation.issue2
local.bibliographicCitation.lastpage376
local.bibliographicCitation.startpage359
local.contributor.affiliationCai, Huiru, School of Management
local.contributor.affiliationOcampo, Anna Carmella, College of Business and Economics, ANU
local.contributor.affiliationRestubog, Simon, College of Business and Economics, ANU
local.contributor.affiliationKiazad, Kohyar, Monash University
local.contributor.affiliationDeen, Midel, Catherine , De La Salle College of Saint Benilde
local.contributor.affiliationLi, Min, South China University of Technology
local.contributor.authoruidOcampo, Anna Carmella, u6158428
local.contributor.authoruidRestubog, Simon, u4918621
local.description.embargo2099-12-31
local.description.notesImported from ARIES
local.identifier.absfor350710 - Organisational behaviour
local.identifier.ariespublicationa383154xPUB9676
local.identifier.citationvolume26
local.identifier.doi10.1177/1069072717695586
local.identifier.scopusID2-s2.0-85044788065
local.identifier.thomsonIDWOS:000429862500010
local.publisher.urlhttps://journals.sagepub.com/
local.type.statusPublished Version

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