RESEARCH ME1HOEDOLOCY

SEC1IOA(E)


SUBMITTED TU:
PROF.IRFAN SAIFFM

SUBMITTED BY:
HAFIZ SAQIB MUNAWAR

SERIAL NUMBER:


RULL NUMBER:
LSMBAM

(Behav, 1999)
Bibliography
Behav, J. O. (1999). The role oI human capital, motivation and. Journal of Organi:ational Behavior
, 577-595.


ver view the article:
&nderstanding the Iactors that predict career success is a topic that interests individuals and
organizations. As more organizations encourage employees to manage their
own careers, these individuals have sought guidance on how to do this eIIectively. At the same
time, organizations continue to have an interest in identiIying the Iactors that predict career
success in order to eIIectively select and develop high-potential employees. Given the importance
oI careers to individuals and organizations, there is a need to examine the Iactors that inIluence
career success. Empirical studies have addressed this issue by identiIying variables that are related
to career success, such as employees' human capital, motivation, inIluence behaviors and training.
Thus, there is a need Ior an examination oI a comprehensive model oI career success that includes
the role oI supervisors. An existing theoretical Iramework that recognizes the salient role oI
immediate supervisors in career success is the theory oI 'competing norms oI career mobility
systems'. This theory, upon which our hypotheses are based, purports that human capital,
motivation, and sponsorship by the supervisor all contribute to career success. In summary, the
current study represents a contribution to the literature by testing a multivariate model oI career
success that includes supervisor support in addition to the more Irequently assessed human capital
and motivational variables.
Main variable of discussion
In this case study these variable are use as independent variable these are the Iollowings employees
demographics, human capital, motivation, inIluence behavior, access to mentors salary promotion ,
supervisor sponsorship and dependent variables is career success.
Hypothesis:
In testing of hypothsis in the case study
H1: there is signiIicant relationship between career success and human capital
H2: there is signiIicant relationship between motivation and career success
H3: there is signiIicant relation between career success and training
H4: there is signiIicant relation between inIluence behavior and career success
Findings:
Training, a human capital variable, was positively related to career satisIaction but was not
signiIicantly related to salary progression or promotability. Another explanation Ior the training
results is that
mere participation in a training programme does not necessarily guarantee that anything was
learned, or that the employee could apply learning to the work setting (Baldwin and Ford, 1988).
Thus, participation in a training programme may not inIluence an employee's salary progression
and promotability.
Most cited author in the reference:
Bretz, R. D. and Dreher, G. F. (1988). 'Sponsored versus contest mobility: the role oI mentoring in
managerial careers', In: Shuler, R. S., Youngblood, S. A. and Huber, V. (Eds), Readings in
Personnel and
Human Resource Management, pp. 311-319, West, St. Paul.
Bretz, R. D. and Judge, T. A. (1994). 'Person-organization Iit and the theory oI work adjustment:
implications Ior satisIaction, tenure, and career success', Journal oI Vocational Behavior, 44, 32-54.
Burke, R. J. (1984). 'Mentors in organizations', Groups and Organization Studies, 9, 253-272.
Burke, R. J. and McKeen, C. A. (1997). 'BeneIits oI mentoring relationships among managerial and
proIessional women: a cautionary tale', Journal oI Vocational Behavior, 51, 43-57.


$chematic Diagram of Model / Theoretical Frame work:

Independent variable dependent variable

career success
influence behaviors


employees'
demographic

human capital

motivation

training