Development of the perceived salient organizational career management (OCM) practices scale in Southern China

Abstract

This study developed a scale of perceived salient organizational career management practices based on a survey of 420 social workers from social work organizations in Guangdong province, China. A two-factor structure OCM scale was constructed using items reflecting the components of organizational career management (OCM) practices. The scale showed sufficient reliability and validity. The results demonstrated the necessity of designing promotion ladders, relevant training, career counseling and other OCM measures to assist social workers in their career progression.