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Original Articles

Perception of organization's value support and perceived employability: insights from self-determination theory

, , , , &
Pages 1904-1918 | Published online: 05 Dec 2013
 

Abstract

Perceived employability (PE; i.e. the worker's perception about available job opportunities) is portrayed as the upcoming resource for workers and organizations. However, organizations might particularly want to stimulate perceptions of job opportunities on the internal labor market (i.e. internal PE). In contrast, they may be hesitant in stimulating perceptions of job opportunities on the external labor market (i.e. external PE), as this might foster workers' voluntary turnover. The contextual influences adding to these different types of PE are relatively unknown. Building upon self-determination theory, we argue that the organization's support of intrinsic (e.g. personal growth) and extrinsic (e.g. status) values may play a critical role. In line with expectations, the results reveal a positive association of the perceived organization's support of intrinsic work values and a negative association of the perceived extrinsic value support with internal PE, both in terms of a similar job (i.e. internal lateral PE) and a better job (i.e. internal upward PE). Unexpectedly, perceived organization's support of extrinsic values did not relate negatively to external PE. These results show that employers can invest in the workers' employability without disadvantaging the organization. To arrive at a flexible workforce, the support of intrinsic values is of key importance.

Acknowledgments

The contribution from the second author was supported by a grant from the FWO (Fonds Wetenschappelijk Onderzoek – Vlaanderen). We would like to thank Frederik Hectors for his contribution in data gathering and Maarten Vansteenkiste and Willy Lens for commenting upon an earlier draft of this manuscript.

Notes

Anja Van den Broeck and Nele De Cuyper contributed equally to this article. Authorship was determined randomly.

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