THE EFFECTS OF ORGANIZATIONAL CAREER MANAGEMENT PRACTICES ON EMPLOYEES’ REDUCED ORGANIZATIONAL CYNICISM IN BANKING INDUSTRY

This study examined the specific organizational career management practices affecting organizational cynicism amongst Chinese banking employees through perceived organizational support. The studied career management practices were job rotation, mentoring and performance appraisal. Perceived organizational support was treated as the mediating variable in the current study. This study used cross-sectional data to verify the conceptual framework. The sample size of the research was 430 through a two-stage cluster sampling strategy. The qualified cases used for analysis were 305. The results showed that perceived organizational support significantly reduced organizational cynicism among banking employees. However, in terms of career management practice, only job rotation and performance appraisal directly influenced the reduced organizational cynicism. On the other hand, job rotation and performance appraisal positively influenced perceived organizational support, which mediates the relationship between job rotation, performance appraisal, and reduced organizational cynicism. In addition, mentoring did not significantly impact perceived organizational support and reduced organizational cynicism. This finding is inconsistent with previous studies. Therefore, career management practices produce different conclusions in different industries or cultural backgrounds. The practical significance lies in exploring and verifying the effective practices of reducing workplace cynicism in the Chinese context to reduce employees' negative work attitudes and behaviors and ultimately improve individual and organizational performance.