Career commitment and career success: moderating role of self‐efficacy

Purpose The purpose of this paper is to expand the literature on career success by examining the moderating role of self‐efficacy on the relationship between career commitment and career success. Design/methodology/approach Managers and non‐manager employees and surveyed in Lebanon regarding their career commitment, self‐efficacy and career success. Regression analyses are used to test the hypotheses. Findings The results showed that career commitment predicted both objective (i.e. salary level) and subjective (i.e. career satisfaction) career success only for employees with average to high self‐efficacy but not for those with low self‐efficacy. Research limitations/implications The specific nature of the cross‐sectional sample consisting of employees working in private banking organisations may limit the generalisability of results. Practical implications Employees and employers may benefit from a close examination of the motivational and cognitive dimensions that are important in career‐decision making process. Highly‐committed and efficacious employees would seek challenging tasks to master their own performance accomplishments when engaging in career goals with which they see more opportunities for personal development or career growth. Organisations too will benefit from highly committed and efficacious employees if they prepare them for long‐term engagement in activities and career opportunities that contribute to career success. Originality/value This paper makes a valuable contribution to both career commitment and career success literatures by being one of the first to examine the moderating effect of self‐efficacy on the relationships between these important career concepts.