Purpose This study aims to explore the contribution of managerial role as a potential determinant to career well-being of junior employees and to develop a conceptual model for the same for practitioners and scholars to consider as a strategic initiative. Design/methodology/approach The paper examines and contextualises existing research on career wellbeing and the instrumental role of managers in enabling the same. The study identifies gaps in the research and management domain and provides insights that can be carried to the workplace. Findings The study’s findings lead to conceptualisation of career well-being for junior employees’ as a phenomenon driven by managers providing implicit support to them by fostering appropriate work context and orchestrating job-fits. Research limitations/implications The conceptual model of manager’s role for promoting career wellbeing of junior employees provides a basis for designing a research study to evaluate and refine the model from an academic and practice perspective. Practical implications The conceptual model enables understanding the role of managers in transcending from a day-to-day task focus to a larger role focused on maintaining the career wellbeing of junior employees in the long term. Social implications The paper highlights that focus on career wellbeing of junior employees by managers enables the employees to explore and find meaning and purpose in their career thus contributing to the organisation and the community at large. Originality/value The paper presents a novel perspective by linking career wellbeing of junior employees to managerial role which the authors propose should be proactively considered by organisations as a key management strategy.
Pachchhapur et al. (Mon,) studied this question.