The route to employability

Ij. Hetty van Emmerik · Bert H. J. Schreurs · Nele De Cuyper · I. M. “Jim” Jawahar · Maria C. W. Peeters

98 citations0/0 files storedCareer Development International

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Employee Performance and Management Employer Branding and e-HRM

Abstract

Purpose Drawing from the job characteristics model and the job demands‐resources model, this study aims to examine the associations of resources (i.e. feedback, autonomy, and variety) with intrinsic and extrinsic motivation, and employability. Design/methodology/approach Hypotheses were tested using structural equation modeling on data from 611 employees of a Dutch municipality. Findings Consistent with the hypotheses, the authors' results indicated that resources are related to both intrinsic and extrinsic motivation and that the association between resources and employability was mediated by extrinsic motivation but not by intrinsic motivation. Research limitations/implications The authors use a one‐dimensional measure of perceived employability and do not make a distinction between internal and external employability and other dimensions of employability. The authors feel that distinguishing between internal employability and external employability will contribute to understanding if internal and external opportunities relate differently to perceptions of employability with the same organization and with a different organization. Originality/value Job resources are important for improvement of both intrinsic and extrinsic motivation, but the route from job resources to employability is via extrinsic job opportunities and not via intrinsic job opportunities. That is, the perception of performance outcome goals by employees is important for the association between job resources and employability. The paper shows that, without denying the value of intrinsic motivation, it is important for management to emphasize the instrumental value of resources embedded in the job itself that have implications for employability and career advancement.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 98 citations exist upstream.

References

1999Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives 2000Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions 2001The job demands-resources model of burnout.2007The Job Demands‐Resources model: state of the art 1977Handbook of Industrial and Organizational Psychology.1988A social-cognitive approach to motivation and personality.2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 1976Motivation through the design of work: test of a theory

Cited by

2017Understanding students’ motivation towards proactive career behaviours through goal-setting theory and the job demands–resources model 2023Uncovering important 21st-century skills for sustainable career development of social sciences graduates: A systematic review 2015Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success 2020The gap in soft skills perceptions: a dyadic analysis 2015Are you a protean talent? The influence of protean career attitude, learning-goal orientation and perceived internal and external employability

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.