Career adaptability and work engagement among South African millennials

Abstract: Orientation: Organisations are constantly battling to attract, retain, and keep their employees engaged to keep ahead of their competitors. Since maintaining a high level of work engagement among employees is such a challenge, many organisations are looking to find ways to increase work engagement within the workplace. In addition to that, organisations have placed emphasis on the development of career adaptability among employees and are increasingly creating environments that foster cooperative behaviour such as working in teams. The goal of placing emphasis on work engagement, career adaptability and cooperation is to increase productivity among employees and contribute to the success of the organisation. As millennials are steadily outnumbering other generations within the workplace, the researcher of this study deemed it necessary to use millennials as a sample to determine whether there is a relationship between their levels of career adaptability and work engagement among South African, and whether cooperative behaviour mediates this relationship. Research purpose: To determine the relationship between career adaptability and work engagement, and the mediating effect of cooperation on this relationship in a sample of South African millennials. Research approach and design: This study adopted a cross-sectional research design and a quantitative research approach. A non-probability purposive convenient sampling method was utilised to gather the sample of n= 301 millennials. Main findings: The results indicate that cooperation partially mediates the relationship between career adaptability and work engagement, which means that a relationship between career adaptability and work engagement exists without the influence of cooperation, but if cooperation comes into play, there is still a relationship between career adaptability and work engagement.M.Phil. (Industrial Psychology

Reclaiming the child left behind: the case for corporate cultural responsibility

Although a reasonable understanding of corporate social responsibility (CSR) exists, one dimension remains largely ignored. That is, the cultural impacts of corporations, or the bearing, at various levels of their business models, activities, and outcomes on the value systems and enduring beliefs of affected people. We introduce the notion of corporate cultural responsibility (CCR). The way corporations address CCR concerns can be reflected according to three stances: cultural destructiveness, cultural carelessness, and cultural prowess. Taken sequentially, they reflect a growing comprehension and increasingly active consideration of CCR concerns by corporations. In turn, we explicitly address issues related to the complex question of determining the cultural responsibilities of corporate actors; specify key CCR-related conceptualizations; and lay a foundation for discussions, debates, and research efforts centered on CCR concerns and rationales