A multilevel analysis of individual and organizational factors that influence the relationship between career development and job-performance improvement

Purpose The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement. Design/methodology/approach This study adopts multilevel analysis, using the 2013 Human Capital Corporate Panel data set compiled by the Korea Research Institute for Vocational Education and Training. Findings Taking into consideration 572 employees over 61 companies, our findings reveal that job satisfaction and organizational commitment are significant individual factors that affect job performance through career development. Moreover, mentoring/coaching is found to be an organizational factor that influences job performance improvement through career development, while job rotation interferes with job performance through career development. Research limitations/implications The framework of the present study is consistent with the framework for organizational career development created by McDonald and Hite (2016), which emphasizes considering both organizational and individual factors together. Practical implications The results of this study provide empirical evidence and practical implications for leaders, line managers and human resource managers who are responsible for employees’ career development when they plan career development interventions. Originality/value This study offers a conceptual framework for career development, paying special attention to multi-level development.