WHAT TOMORROW BRINGS? EXAMINING A MODEL OF ANTECEDENTS OF CAREER EXPECTATIONS

Analyze if the perceptions about policies and practices on human resources management (HRM), well-being at work and expectations of organizational future act as antecedents of career expectations in the organization.

Originality/gap/relevance/implications:

The question "What will my future be in this organization?" is a relevant part of working life. Thus, it is important to assess which variables influence future career expectations. Based on theoretical contributions and previous surveys about career, well-being and HRM, the model tested coordinates variables that are analyzed in isolate by literature.

Key methodological aspects:

In this quantitative survey, 305 professionals from a government agency completed an e-questionnaire with scales validated in Brazil. Data were analyzed through structural equations models.

Summary of key results:

The effects of well-being at work and expected future in the organization on the career expectations were positive and moderate, in the first case, and strong in the second case. The effect of perceptions of HR policies and practices on career expectations was completely mediated by well-being at work and expectations of organizational future.

Key considerations/conclusions:

Results support the relations theoretically conceived or found in previous qualitative surveys. In practical terms, data suggest that improving HR policies and practices can increase well-being at work and expectations of organizational future and, finally, foster positive career expectations in the organization. Considering that the research was limited to one organization, future investigations should analyze the model in other organizations.

KEYWORDS:
Career; Expectations; Organizational future; Human resources; Well-being at work

VARIABLES	MEAN (SD)	1	2	3	4	5	6	7	8	9	10	11
1. Organizational tenure	13.36 (9.91)	-
2. Position type^a a Position type: 0 = non-managerial and 1 = managerial.	0.30 (0.46)	0.31	-
3. CEO Professional Achievements	4.29 (1.31)	-0.02	0.31	-
4. EOF Management and Organizational Environment	3.97 (1.34)	0.04	0.24	0.66	-
5. EOF Organizational Effectiveness	4.62 (1.23)	0.03	0.30	0.60	0.67	-
6. PPHRP TDE	3.35 (0.93)	0.01	0.25	0.58	0.52	0.43	-
7. PPHRP Working Conditions	3.70 (0.76)	0.11	0.23	0.43	0.50	0.43	0.52	-
8. PPHRP Remuneration and Compensations	2.65 (0.82)	0.14	0.35	0.56	0.47	0.40	0.54	0.51	-
9. WBW Fulfillment	3.30 (0.99)	0.23	0.41	0.60	0.49	0.35	0.53	0.36	0.50	-
10. WBW Positive Affects	2.68 (0.87)	0.14	0.23	0.51	0.43	0.32	0.47	0.43	0.47	0.72	-
11. WBW Negative Affects	2.21 (0.87)	-0.11	-0.09	-0.33	-0.29	-0.17	-0.39	-0.29	-0.31	-0.42	-0.54	-

MODEL	χ²	GL	GFI	CFI	RMSEA	CI _RMSEA	SRMR	Δχ²
Four factors (proposed)	245.88^ p < 0.01.	81	0.91	0.94	0.08	[0.07-0.09]	0.05	-
Three factors^a a Career expectations and expectations of organizational future as unique factor (because these constructs are oriented to the future), and the remainder constructs as individual factors.	313.89^ p < 0.01.	85	0.88	0.91	0.09	[0.08-0.11]	0.05	68.01^ p < 0.01.
Two factors (1)^b b Career expectations and expectations of organizational future as unique factor and remainder constructs in the other factor.	384.95^ p < 0.01.	88	0.85	0.88	0.11	[0.09-0.12]	0.06	139.07^ p < 0.01.
Two factors (2)^c c Expectations of organizational future and positive perceptions of HR policies and practices as a unique factor (because these are constructs oriented to the organization), and remainder constructs in the other factor.	463.05^ p < 0.01.	88	0.82	0.85	0.12	[0.11-0.13]	0.07	219.17^ p < 0.01.
One factor	530.61^ p < 0.01.	90	0.80	0.83	0.13	[0.12-0.14]	0.07	284.73^ p < 0.01.

Editora Mackenzie; Universidade Presbiteriana Mackenzie Rua da Consolação, 896, Edifício Rev. Modesto Carvalhosa, Térreo - Coordenação da RAM, Consolação - São Paulo - SP - Brasil - cep 01302-907 - São Paulo - SP - Brazil
E-mail: revista.adm@mackenzie.br

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[TFN1] Note: CEO = Career Expectations in the Organization; EOF = Expectations of Organizational Future; PPHRP = Positive Perceptions of Human Resources Policies and Practices; TDE = Training, Development and Education; WBW = Well-Being at Work. These were the options of response: ECO and EOF (1 = not at all likely up to 7 = extremely likely); PPHRPP and WBW Fulfillment (1 = totally disagree up to 5 = totally agree); and, WBW Positive/Negative Affects (1 = not a bit up to 5 = extremely). Correlations obtained from the mean of items of each sub scale.Correlations equal to or higher than 0.15 (in module) are significant to α = 0.01; between 0.11 and 0.14 are significant considering α = 0.05.

[TFN2] ^a
Position type: 0 = non-managerial and 1 = managerial.

[TFN3] Source: Elaborated by the authors.