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How career adaptability can enhance career satisfaction: Exploring the mediating role of person–job fit

Published online by Cambridge University Press:  18 November 2019

Hung-Chieh Yen Open the ORCID record for Hung-Chieh Yen [Opens in a new window] ,
Jen-Wei Cheng ,
Chin-Tien Hsu  and
Kuo-Ching Yen
Hung-Chieh Yen*
Affiliation:
Department of Business Administration, National Taiwan University of Science and Technology, Taipei, Taiwan
Jen-Wei Cheng
Affiliation:
Department of Business Administration, National Taiwan University of Science and Technology, Taipei, Taiwan
Chin-Tien Hsu
Affiliation:
Department of Counseling and Industrial/Organizational Psychology, Ming Chuan University, Taoyuan, Taiwan
Kuo-Ching Yen
Affiliation:
Graduate School of Resources Management and Decision Science, National Defense University, Taipei, Taiwan
*
*Corresponding author. Email: jackie641117@mail2000.com.tw
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Abstract

This study examined the operation of resources as a mechanism underlying the relationship between career adaptability and career satisfaction. Based on career construction theory and conservation of resources theory, we examined the interactive effects of career adaptability, career satisfaction, person–job fit, and job uncertainty. The results of two-wave data collection from 234 full-time workers revealed that employees with stronger career adaptability were more likely to report career satisfaction. The full mediating effect was found of person–job fit. Specifically, we found that career adaptability enhances person–job fit, which results in greater career satisfaction. Additional analysis revealed that job uncertainty interferes with the mediation model. We identified a new antecedent of career satisfaction (i.e., person–job fit) and revealed the functional mechanism underlying the effect of this antecedent. This study provides novel insights valuable to the field of career management.

Keywords

career adaptabilitycareer satisfactionperson–job fitjob uncertainty
Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 5 , September 2023 , pp. 912 - 929
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2019

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