Date of Award

Spring 4-19-2018

Degree Type


Degree Name

Executive Doctorate in Business (EDB)



First Advisor

Patricia Ketsche

Second Advisor

Karen Loch

Third Advisor

Todd Maurer


Organizational commitment continues to be studied by researchers and practitioners due to the presumed relationships with important organizational outcomes such as turnover, performance, and absenteeism. Organizations are challenged with identifying practices such as organizational career management activities that will reduce costs associated with low performance and high turnover while recognizing the diversity of their workforces as it relates to early, mid, and late stage career professionals. Understanding the needs and unique characteristics of early, mid, and late career stage professionals can better inform organizations’ decision to invest in organizational career management activities to enhance organizational commitment across all three career stages. In this study, the impact of the availability and utilization of organizational career management activities on organizational commitment is studied through the lens of Perceived Organizational Support Theory. Results indicate that the availability and utilization of organizational career management activities have a positive relationship with perceived organizational support and perceived organizational support has a positive relationship with affective, normative, and continuance organizational commitment. Organizational career management activities do not have a direct relationship with turnover intentions, however, implications of varying levels of affective, normative, and continuance commitment are discussed. Further, no difference was found between early, mid, and late stage career professionals contradicting previous studies and informing future studies.