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When and How Perceived HRM Practices Influence Career Satisfaction: A Moderated Mediation Model on Career Self-management and Organizational Support

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  • Neha Bellamkonda
  • M. Srimannarayana

Abstract

Drawing from the social cognitive model of work satisfaction, we examine the relationship between perceived human resource management (HRM) practices and career satisfaction via career self-management moderated by organizational support. A survey was administered to the managerial-level employees ( n = 223) in India. Hayes and Scharkow’s method was used to test the mediation and first stage moderated-mediation model. The moderated mediation results based on the responses reveal that perceived HRM practices are associated with career satisfaction and this relationship is mediated by career self-management. We found a significant interaction effect of organizational support between perceived HRM practices and career self-management. Finally, the moderated mediational hypothesis is also supported where the relationship between the perceived HRM practices and career satisfaction is mediated through career self-management and this indirect effect is further strengthened by organizational support. This study extends the social cognitive model of work satisfaction and contributes to the existing literature by demonstrating when and how organizational support and career self-management impact career satisfaction through perceived HRM practices.

Suggested Citation

  • Neha Bellamkonda & M. Srimannarayana, 2024. "When and How Perceived HRM Practices Influence Career Satisfaction: A Moderated Mediation Model on Career Self-management and Organizational Support," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 49(2), pages 241-255, May.
    • Handle: RePEc:sae:manlab:v:49:y:2024:i:2:p:241-255
    DOI: 10.1177/0258042X231187503
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    1. Della Torre, Edoardo, 2019. "Collective voice mechanisms, HRM practices and organizational performance in Italian manufacturing firms," European Management Journal, Elsevier, vol. 37(3), pages 398-410.
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    4. Julian Gould-Williams & Fiona Davies, 2005. "Using social exchange theory to predict the effects of hrm practice on employee outcomes," Public Management Review, Taylor & Francis Journals, vol. 7(1), pages 1-24, March.
    5. Yasir Mansoor Kundi & Sandrine Hollet-Haudebert & Jonathan Peterson, 2021. "Linking Protean and Boundaryless Career Attitudes to Subjective Career Success: A Serial Mediation Model," Post-Print hal-03511396, HAL.
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