Career decision‐making self‐efficacy, integration, and the likelihood of managerial retention in governmental agencies

Abstract

Abstract Results based on responses from 679 managers in three governmental agencies confirmed that career‐related organizational practices and relationships impacted their staying in the organization. Specifically, managers who scored higher in career decision‐making self‐efficacy, a relatively new variable to the turnover literature, career integration, and work‐life balance were 63‐69° more likely to stay. HRD has an opportunity to identify organizational work environments that lead to a greater sense of managerial employee connectedness (integration) with the organization. As well, HRD could strategically reduce costs associated with turnover by leading initiatives to design and develop or enhance career development programs. If managers have greater opportunities to identify career paths and achieve their career goals within their current organizations, they may be less likely to seek those opportunities elsewhere.

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