주도성 및 상사코칭과 조직경력성장의 관계에서 지속경력학습의 매개효과

The present study is aimed to investigate comprehensively three parts. First, thedirect impacts of proactive personality and managerial coaching as antecedents tocareer-related continuous learning were demonstrated. Second, casual relationsbetween career-related continuous learning and organizational career growth(jobrewards, organizational rewards) were accounted for the purpose of career-relatedcontinuous learning. Third, mediating effects of career-related continuous learningin the links between antecedents(proactive personality, managerial coaching), andorganizational career growth(job rewards, organizational rewards) were tested. Thedata which was applied to analysis was collected from 300 office workers whohave worked for automobile and heavy industries companies located in Ulsan. With regard to common method bias by self-report, temporal separation ofmeasurement was utilized to reduce item contextual effects. The results are asfollows. First, proactive personality of individual level and managerial coaching ofsuperior level affected to career-related continuous learning positively. Second, theimpacts of career-related continuous learning to organizational career growth(jobreward, organizational reward) were positively significant. Third, the mediatingeffects by career-related continuous learning demonstrated statistically significantin the links between antecedents-outcome variables as partial mediation. Such theresults mean not only that proactive personality and managerial coaching affectedto organizational career growth but also that antecedents affect to organizationalcareer growth via career-related continuous learning. The implications of currentstudy are follows. First, the structural mechanism of career learning was empiricallyexplained by utilizing variable of career-related continuous learning as a process of career advancement Second, modern career theory stresses on the individualturnover but the present study with organizational career growth which consistedof individually perceived job rewards and organizational rewards contribute toreduce career turnover. Third, some necessities were suggested on placementmanagement considered personal disposition, institutional supports to career learning,and strategic approach of human resources in practice.