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. Practice Points The perceived salient OCM scale helps social work managers to understand how social workers perceive OCMpractices in social work organizations. Social work managers can specifically target OCM practices to social workers, and a systemic career progression ladder will facilitate a proactive and flexible response to social workers’ aspirations. Organizations should organize their OCM practices systematically, and the entire OCM system should be monitored and reviewed methodically.