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Please use this identifier to cite or link to this item: http://hdl.handle.net/1860/1165

Title: The impact of non-work role commitment on employees’ career growth prospects
Authors: Weer, Christy H.
Keywords: Management;Industrial relations;Career development
Issue Date: 9-Nov-2006
Abstract: The primary purpose of this study is to develop and test a model that examines the relationship between an individual’s commitment to non-work roles and his or her career growth prospects. Based on two competing theoretical frameworks—work-non-work conflict and work-non-work enrichment—the current study seeks to determine the conditions under which commitment to roles outside of work may either promote or detract from one’s career growth prospects. Paired data were gathered from 186 legal secretaries and their supervisors. From the conflict perspective, the findings suggest that the energy required to participate in non-work roles has mixed effects on an individual’s ability to engage in work. Specifically, the emotional demands associated with non-work roles detract from an individual’s ability to engage (as well as perform) at work, while the physical energy associated with non-work role participation actually enhances work engagement. Organizations perceived as supportive of individuals’ personal life help mitigate the negative effects of the emotional energy demands on work engagement. The data also indicated that the time devoted to non-work roles negatively impacts work engagement for individuals who perceive their organizations as highly supportive, whereas the time devoted to non-work roles enhances work engagement for individuals who perceive their organizations as less supportive. From the enrichment perspective, results indicated that overall, the resources acquired from non-work role participation hindered individuals’ job performance; however, a specific set of resources (the interpersonal and task related skills and social capital) enhanced job performance, at least for individuals who were employed in their current jobs for a substantial period of time. The study further indicated that job performance acted as a cue from which a manager may base perception of an employee’s commitment to his or her work. Moreover, both job performance and managerial perceived work commitment influenced an individual’s content career growth prospects such that effective performers and employees perceived as committed to their work were deemed more likely to receive opportunities to grow and learn within their current job as compared to less effective performers or employees perceived as less committed to their work.
URI: http://hdl.handle.net/1860/1165
Appears in Collections:Drexel Theses and Dissertations

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