Line managers increasingly play a key role in organizational career development systems, yet few studies have examined the nature of this role or its implications for employee career attitudes and behaviors. In two studies, we used attachment theory to explore this issue. In Study 1, in-depth interviews (N = 20) showed that employees viewed career management as a relational process in which line managers are expected to act as ‘caregiver’ to support individualized career development. Study 2 was a large-scale international survey (N = 891). Participants scoring higher on attachment avoidance in their line manager relationships reported more negative perceptions of career growth opportunities, lower participation in organizational career development activities and higher turnover intentions. Trust in the organization partially mediated the relationship. Theoretical and practical implications for HRM are discussed.
|Number of pages||22|
|Journal||International Journal of Human Resource Management|
|Early online date||14 Jul 2014|
|Publication status||Published - 2015|
Bibliographical noteThis is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 14/7/14, available online: http://www.tandfonline.com/10.1080/09585192.2014.934886
- career management
- line manager