Bhawna; Sha ma, Sanjee Kuma ; Shah, Mohd Asi
A icle
The in luence o ca ee commi men on subjec i e ca ee
success in he con ex o media indus y: media ing ole o
ca ee esilience
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Bhawna; Sha ma, Sanjee Kuma ; Shah, Mohd Asi (2024) : The in luence o
ca ee commi men on subjec i e ca ee success in he con ex o media indus y: media ing ole o
ca ee esilience, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol.
11, Iss. 1, pp. 1-15,
h ps://doi.o g/10.1080/23311975.2023.2296148
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/325945
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Cogen Business & Managemen
ISSN: 2331-1975 (Online) Jou nal homepage: www. and online.com/jou nals/oabm20
The influence o ca ee commi men on
subjec i e ca ee success in he con ex o media
indus y: media ing ole o ca ee esilience
Bhawna, Sanjee Kuma Sha ma & Mohd Asi Shah
To ci e his a icle: Bhawna, Sanjee Kuma Sha ma & Mohd Asi Shah (2024) The influence
o ca ee commi men on subjec i e ca ee success in he con ex o media indus y:
media ing ole o ca ee esilience, Cogen Business & Managemen , 11:1, 2296148, DOI:
10.1080/23311975.2023.2296148
To link o his a icle: h ps://doi.o g/10.1080/23311975.2023.2296148
© 2024 The Au ho (s). Published by In o ma
UK Limi ed, ading as Taylo & F ancis
G oup.
Published online: 12 Feb 2024.
Submi you a icle o his jou nal
A icle iews: 1925
View ela ed a icles
View C ossma k da a
Ci ing a icles: 1 View ci ing a icles
Full Te ms & Condi ions o access and use can be ound a
h ps://www. and online.com/ac ion/jou nalIn o ma ion?jou nalCode=oabm20
ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2296148
The in luence o ca ee commi men on subjec i e ca ee success in
he con ex o media indus y: media ing ole o ca ee esilience
Bhawnaa , sanjee Kuma sha maa and Mohd asi shahb,c,d
auni e si y ins i u e o applied Managemen sciences (uiaMs), Panjab uni e si y, Chandiga h, india; bDepa men o
economics, College o Business and economics, Keb i Deha uni e si y, somalia, e hiopia; cCen e o Resea ch impac and
ou come, Chi ka a uni e si y ins i u e o enginee ing and echnology, Chi ka a uni e si y, Rajpu a 140401, Punjab, india;
dDi ision o Resea ch and De elopmen , Lo ely P o essional uni e si y, Phagwa a, Punjab 144001, india
ABSTRACT
he p esen s udy explo es he ela ionship be ween ca ee commi men and subjec i e
ca ee success among media jou nalism indus y employees. addi ionally, i in es iga es
he media ing ole o ca ee esilience beha io while ancho ing i s heo e ical
ounda ion in he ca ee sel -de e mina ion heo y. he media jou nalism indus y,
cha ac e ized by bu nou , demanding schedules and he misma ch o pe sonal and
p o essional commi men s, p o ides a i ing con ex o examine he dynamics o ca ee
commi men and subjec i e ca ee success. Using a s uc u al equa ion modeling
app oach, he hypo heses we e es ed on 303 pa icipan s om he Punjab and
chandiga h egions in india. he esul s o he s uc u al equa ion modeling a i med
he ca ee commi men ’s subs an ial di ec and indi ec in luence on subjec i e ca ee
success, media ed by he ca ee esilience a iable. he implica ions de i ed om his
s udy a e pe inen o he media jou nalism sec o . i unde sco es he pi o al ole o
cul i a ing ca ee -commi ed beha io among employees and ad oca ing o s a egic
ca ee de elopmen ini ia i es. his, in u n, os e s a esilien en i onmen conduci e o
nu u ing indi idual ca ee accomplishmen s, anscending con en ional benchma ks o
o ganiza ional success. in conclusion, his esea ch unde sco es he signi icance o
ansi ioning om a adi ional assessmen o pe o mance amewo k o a mo e
subjec i e e alua ion app oach, ul ima ely con ibu ing o cul i a ing a mo i a ed and
engaged wo k o ce.
1. In oduc ion
F om i s o igins wi h he launch o hicky’s Bengal gaze e in 1779, jou nalism in india has jou neyed a
long way. as an in eg al pa o he h i ing media and en e ainmen sec o , he news indus y elies
on h ee co e pilla s: p in media, ele ision and he eme ging digi al media landscape (Basu oy, 2023).
While india has seen commendable in es iga i e epo s, public us in mains eam news media has
aced unce ain y. inciden s o c imes agains jou nalis s ha e wi nessed an up ick, highligh ing he
sa e y challenges and declining commi men ha jou nalis s con end wi h while pu suing hei p o es-
sion in he coun y (Basu oy, 2023). his complex scena io se s he s age o unde s anding ca ee com-
mi men and he pe cep ion o employees’ ca ee success in his indus y. in he dynamic and unce ain
ealm o mode n media and jou nalism, he p e ailing sense o job insecu i y is a pe sis en challenge.
Media o ganiza ions wo ldwide ace apid echnology changes, shi s in business s a egies, e ol ing con-
en consump ion pa e ns and he a - eaching impac s o poli ical and economic shi s. hese chal-
lenges cas a shadow o unce ain y o e jou nalis s, subjec ing hem o he unse ling p ospec o
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT Mohd asi shah [email p o ec ed].e Depa men o economics, College o Business and economics, Keb i Deha
uni e si y, somalia, e hiopia
h ps://doi.o g/10.1080/23311975.2023.2296148
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 24 Feb ua y 2023
Re ised 12 Decembe 2023
accep ed 13 Decembe
2023
KEYWORDS
subjec i e ca ee success;
ca ee commi men ;
esilience; csD heo y;
media jou nalism indus y
REVIEWING EDITOR
Pablo Ruiz, Uni e sidad
de cas illa-la Mancha,
spain
SUBJECTS
Managemen educa ion;
human Resou ce
Managemen ;
O ganiza ional s udies
2 BhaWna e al.
po en ial job loss (cohen e al., 2019; Ö neb ing, 2018). Media lacks bo h secu i y and eedom. his
akes he o m o bo h olun a y and in olun a y e mina ions (she wood & O’Donnell, 2018). his pe -
asi e unce ain y a ec s he media indus y and signi ican ly impac s jou nalis s’ ca ee commi men
and subjec i e ca ee success. Recen in es iga ions in o digi al jou nalism unde sco e he de e io a ing
labo condi ions p o essionals ace, whe e bu nou , inadequa e compensa ion and excessi e wo kloads
ha e sadly become no malized aspec s o he media and jou nalism p o ession (Reina dy & c aw o d, 2013).
schola ly li e a u e highligh s ha commi ed jou nalis s a ibu e hei ca ee s o encompassing loy-
al y, p o essional p ide, mul i ace ed iewpoin s on issues and a ole as socie al wa chdogs (cen e , 1999;
ga dne e al., 2001). Despi e a s ong iden i ica ion wi h hei p o ession, he commi men expe ienced
by many jou nalis s emains limi ed (cen e , 1999). Kosicki (1995) e eal ha only abou 20% o ecen
jou nalism g adua es in end o sus ain hei ca ee s un il e i emen , highligh ing he complexi ies unde -
lying long- e m commi men .
wo co e concep s wi hin ca ee de elopmen , namely ca ee commi men and ca ee success, signi i-
can ly in luence an indi idual’s o e all well-being and wo k sa is ac ion (goyanes & Rod íguez-gómez,
2021). london and s ump (1982) laid he g oundwo k o unde s anding ca ee success, de ining i as
he ‘con e gence o posi i e wo k elemen s (e.g., job inno a ion, op managemen suppo ) wi h a o -
able psychological o wo k- ela ed ou comes o achie emen s’. ca ee success can be iewed h ough
wo lenses: ex e nal/objec i e and in e nal o subjec i e (Judge e al., 1995). While ex e nal ac o s
encompass e alua i e elemen s ied o s a us, income p og ession, p omo ions and ecogni ion, subjec i e
ca ee success is in luenced by a ious ac o s. hese ac o s include aligning pe sonal aspi a ions and
alues wi h p o essional pu sui s, achie ing equilib ium be ween pe sonal and occupa ional domains,
c a ing a las ing impac h ough one’s ca ee jou ney, inding signi icance wi hin he o ganiza ional
amewo k and engaging in in ospec ion (a hu e al., 2005; D ies e al., 2008; Poon, 2004). as hese
concep s in e wine, hey p o oundly in luence how indi iduals pe cei e hei ca ee jou neys and o e all
li e sa is ac ion, ie pe cep ions conce ning subjec i e ca ee success.
Resea che s ha e iden i ied a ious social and mo i a ional ac o s ha may in luence an indi idual’s
ca ee success. hese ac o s include ca ee compe ency (ahmad e al., 2019), commi men (chiang e al.,
2014), esilience (Bham a, 2015), wo k cen ali y (ng e al., 2005) and p oac i e pe sonali y (seibe e al.,
2011), cogni i e abili y, educa ion and wo k enu e, e c. expe s in wo kplace psychology discipline con-
clude ha indi iduals who exhibi goal-o ien ed beha io , esilience and sel -assu ance a e be e posi-
ioned o na iga e hei p o essional pa hs success ully (Ballou , 2009). Wi hin he mode n ca ee app oach
con ex , o ganiza ions place signi ican alue on unwa e ingly commi ed employees, no jus he o ga-
niza ion. Fu he mo e, p e ious esea ch unde sco es how a ious ac o s g ea ly in luence he de elop-
men and upkeeping o ca ee - ela ed commi men . his emphasizes he need o encou age esilien
ca ee beha io o e ec i ely guide employees’ ca ee pa hs (hall & Moss, 1998). london and s ump
(1982) explained ‘ca ee esilience’ as an indi idual’s abili y o na iga e and h i e despi e challenges,
se backs and changes in hei p o essional jou ney. Resilien indi iduals show unwa e ing dedica ion o
hei goals, pe sis en ly wo king owa d hem e en when acing di icul ies. Recognizing ca ee esilience
as a c ucial skill o 21s -cen u y success (cascio, 2007) and explo ing how i in e ac s wi h a pe son’s
commi men o hei ca ee is essen ial, especially in an indus y like media and jou nalism.
he in e play o hese ac o s o ms a compelling connec ion ha in ica ely combines an indi idual’s
ca ee pa h, mindse and cu en dynamics in hei chosen ield. e en hough ca ee esilience is becom-
ing mo e c i ical o posi i e wo k ou comes, i hasn’ ecei ed much a en ion in discussions abou man-
aging ca ee s, pa icula ly in de eloping coun ies. he e o e, explo ing hese concep s, alongside o he
e ol ing aspec s o a success ul ca ee , becomes c ucial. his explo a ion is especially ele an due o he
esea ch gap be ween academia and indus y p ac ices. addi ionally, as people’s iews on ca ee success
gain p ominence, his esea ch ad oca es ecognizing ca ee esilience as a po en ial media o be ween
ca ee commi men and subjec i e ca ee success.
2.Theo e ical amewo k, li e a u e e iew and hypo heses de elopmen
ca ee sel -de e mina ion (csD ) is he key heo e ical unde pinning o subjec i e ca ee success, in lu-
enced by a ious ci cums ances. csD was o med by applying chen’s (2017) sel -de e mina ion heo y
cOgen BUsiness & ManageMen 3
o ca ee s. his heo y pos ula es ha an indi idual’s commi men o hei chosen ca ee is ein o ced
when hey expe ience a sense o pe sonal sa is ac ion om hei wo k. acco ding o he csD , ca ee
compe ence consis s o skills, p e e ences, a i udes and esilience abou one’s chosen line o wo k.
2.1. Ca ee commi men and subjec i e ca ee success
acco ding o mode n managemen e hos, employee success is as i al as he company’s o e all success.
s ong sel -awa eness, openness o pe suasion and g ow h and an eage ness o ake an ac i e ole in
achie ing one’s ca ee goals a e hallma ks o ca ee commi men . i measu es how igo ously people
ake hei ca ee s and how i ela es o hei p ospec s o he u u e (Ballou , 2009). subjec i e ca ee
success has become he p ima y ocus o assessing ca ee s, as opposed o he objec i e indica o s ha
ha e been he ocus o con en ional ca ee s udies (abele & spu k, 2009; ng & Feldman, 2014). he
21s -cen u y ca ee app oach ad oca es o sel -di ec ed ca ee s ha lead o pe sonal achie emen and
p o essional ad ancemen a he han emphasizing wo k s abili y and long- e m employmen wi h one
o ganiza ion (B iscoe e al., 2006). employees a e encou aged o commi o hei ca ee s a he han hei
o ganiza ions, o o bo h, due o he change in ca ee managemen om he company o he indi idual
(Ballou , 2009). Jou nalis s na iga e a dynamic en i onmen in luencing hei dedica ion o hei ca ee s
as he media indus y unde goes signi ican changes, including echnological dis up ions and shi ing
audience p e e ences. he challenges posed by he eme gence o digi al media, changing e enue mod-
els, and job p eca iousness impac jou nalis s’ ca ee commi men (Yousse & lu hans, 2007). he ansi-
ion om adi ional p in and ele ision o digi al pla o ms in oduces a need o jou nalis s o adap
hei skills and app oaches o s o y elling, which can, in u n, in luence hei commi men o hei p o-
ession. howe e , he ise o con ac -based wo k and eelancing may in oduce unce ain ies ha a ec
ca ee commi men as jou nalis s g apple wi h job s abili y and inancial secu i y.
highly ca ee -commi ed indi iduals a e likely o make signi ican ca ee in es men s h ough hei
p oac i e ca ee planning wi h a ocus on aining and de elopmen ini ia i es o ad ance in hei ca ee s
and an e o o acqui e new knowledge and abili ies (sul ana e al., 2016). Poon (2004), in his in es iga-
ion o ca ee commi men and subjec i e success, concluded ha bo h ha e a subs an ial ela ionship.
employees mo e dedica ed o hei ca ee s ecei e mo e e u ns, signi ican ly imp o ing hei p ospec s
o achie ing g ea e success and ocusing on in e nalizing sa is ac ion a he han jus mone a y o s a us
esembling success (Pasha e al., 2017a, 2017b; Pa ha dika e al., 2016). consequen ly, indi iduals d i en
by hei ca ee s a e inclined o encoun e posi i e emo ions s emming om hei achie emen s and goal
a ainmen s (Kim & Beeh , 2017). employees who pu sue p o ean ca ee s place a p emium on subjec i e
ca ee goals, a e mo e dependen on hei ca ee s and s i e o subjec i e ca ee success (Ba uch, 2006;
hall & chandle , 2005; Y. Pa k & Ro hwell, 2009; Pa ha dika e al., 2016). Unde lying his p o ean app oach,
we ope a ionalized employee success as subjec i e o he cu en s udy. hence, we hypo hesize ha :
Hypo hesis 1 (H1): he e is a posi i e ela ionship be ween ca ee commi men and one’s subjec i e ca ee
success.
2.2. Ca ee commi men , ca ee esiliency beha io and subjec i e ca ee success
Paul and ga g (2014) de ined esilience as ‘ he unique endency o wi hs and and ul ima ely eco e
om di icul ci cums ances, se backs, auma, and o he obs acles’. ca ee commi men is he ounda ion
o d i ing media employees’ esilien beha io in he as -paced business se ing. i ins ills a s ong
desi e o ace p oblems, es ablishing a mindse ha iews ailu es as empo a y, somewha insu moun -
able obs acles (coope e al., 2013). haywa d e al. (2010) highligh ed ha his dedica ion ins ills a
o wa d- hinking mindse and suppo s a p oac i e a i ude o ongoing lea ning and skill imp o emen .
Pulley and Wake ield (2001) and Bonanno e al. (2015) explained ha he capaci y o eco e apidly
om sho alls is closely associa ed wi h success among people who go ou on hei own. Because o
he link be ween high le els o esilience and long- e m pe o mance, esilience is coun ed as a key
in luen ial ac o . ai (2008) and Rich né and lö s en (2014) s a ed ha esilien indi iduals can be e
4 BhaWna e al.
egula e hei emo ions, ope a e e ec i ely in g oups and succeed. simul aneously, gu (2014) in es i-
ga ed how eache s’ esilience cha ac e is ic explains hei commi men and comp ehended ha emo-
ional in es men coupled wi h a ocused ca ee is a powe ul o ce ha p opels indi iduals o come
back om losses wi h un linching pe se e ance. hus, ca ee commi men eme ges as a dynamic ca alys ,
a ming pe sonnel wi h he esilience, lexibili y and in e connec ion equi ed o na iga e any indus y’s
unp edic able cu en s.
shahbaz a and Za ei (2014) and hasan (2016) in es iga ed he di ec and indi ec connec ions
be ween commi men and esilience and disco e ed a signi ican posi i e associa ion. acco ding o
conno e al. (2003) and Ka a as and caka (2011), indi iduals who possess esilience exhibi enhanced
abili ies in handling challenges, emb acing a sense o o i ude du ing auma ic encoun e s, employing
e ec i e p oblem-sol ing echniques, exp essing exube ance and epo ing lowe le els o sel -doub
and soli ude. acco ding o coope e al. (2013), he mos dedica ed indi iduals a e esilien . Following
he li e a u e, s.-h. Pa k and Kang (2019) disco e ed ha when den al hygienis employees displayed
esilience a wo k, hei commi men g ew subs an ially, which was e lec ed in measu es o success such
as job sa is ac ion, happiness a wo k and commi men . Resea che s obse ed a co ela ion be ween
esilience and e ec i eness, en husiasm a wo k, joy a wo k and commi men o one’s o ganiza ion in
his con ex (Yousse & lu hans, 2007).
Despi e e idence ying commi men o ca ee success, li le is known abou he p ocesses behind
hese in e ela ionships, lea ing he why and how unanswe ed and whe he ca ee esilience may medi-
a e he highligh ed connec ion. We asse ha people who a e commi ed and esilien may succeed in
a dynamic and challenging wo kplace. his ph ase symbolizes he impo ance o showing esilience in
he ace o se backs. i eminds wo ke s o emain commi ed o hei wo k despi e obs acles. hus, we
hypo hesize ha :
Hypo hesis 2 (H2): he e is a posi i e ela ionship be ween ca ee commi men and ca ee esiliency
beha io .
Hypo hesis 3 (H3): he e is a posi i e ela ionship be ween ca ee esiliency beha io and one’s subjec i e
ca ee success.
Hypo hesis 4 (H4): he ela ionship be ween ca ee commi men and one’s subjec i e ca ee success is medi-
a ed by ca ee esiliency beha io .
3. Resea ch me hodology
he esea ch me hodology employed o his s udy in ol ed collec ing da a om jou nalis s wo king
wi hin he newspape and ele ision sec o s. a sys ema ic sampling app oach was u ilized o assemble
he sample. eligibili y c i e ia s ipula ed ha all pa icipan s possess a minimum o one yea o ele-
an indus y expe ience, wi h p e e ence gi en o hose wi h mo e subs an ial expe ience. he a ge
esponden s o his esea ch included on -line employees and jou nalis s occupying ull- ime oles
wi hin p i a e media o ganiza ions in Punjab and chandiga h, india. a dual me hodology was adop ed
o each ou o he pa icipan s. Da a collec ion was acili a ed h ough a wo- old app oach, u ilizing
an o line me hod in ol ing in-pe son isi s o he o ganiza ions and an online google o m. P ospec i e
pa icipan s we e ini ially app oached wi h an inqui y ega ding hei willingness o pa icipa e in he
esea ch, wi h assu ance o con iden iali y being add essed. he su ey ques ionnai e was s uc u ed
in o wo dis inc segmen s. he i s sec ion o he su ey ocused on ga he ing essen ial demog aphic
in o ma ion, encompassing gende , age, educa ional backg ound and employmen his o y – he sub-
sequen sec ion aimed o collec da a abou he p ima y a iables unde s udy. he su ey managed
o secu e pa icipa ion om 346 indi iduals (200 om chandiga h and he es om he Punjab egion
in india), wi h a 77% esponse a e. Following he da a collec ion phase, a igo ous da a cleansing
p ocess was conduc ed. his in ol ed he emo al o duplica e en ies and un epo ed esponses. as
a esul o his da a e inemen , a inal ally o 303 alid esponses was e ained o subsequen
analysis.
cOgen BUsiness & ManageMen 5
3.1. Measu ing ins umen s
he esea ch in es iga ed h ee cons uc s, mainly ca ee commi men , esilience and subjec i e ca ee
success; each cons uc componen was a ed on a i e-poin like scale, wi h one as s ongly disag ee
and i e as s ongly ag ee. a de ailed desc ip ion o all scale i ems is gi en in appendix a. Blau (1985),
eigh -i em scale was used o assess pa icipan s’ commi men o hei chosen ca ee s. his scale aimed
a measu ing he sense o commi men o media pe sonnel owa d hei ca ee . o measu e employees’
o ien a ion owa d hei subjec i e ca ee success, we used a 24-i em scale wi h eigh dis inc aspec s,
including ‘Recogni ion’, ‘Quali y wo k’, ‘Meaning ul wo k’, ‘in luence’, ‘au hen ici y’, ‘sa is ac ion’, ‘Pe sonal
li e’ and ‘g ow h and de elopmen ’ de eloped by shockley e al. (2016). a i e-i em scale de eloped by
s ephens (2013) was used o measu e an employee’s ca ee esiliency. his ca ee esiliency scale en ails
o e coming obs acles, d awing lessons om pas mis akes and emaining posi i e and goal-o ien ed in
he ace o di icul y. age, gende , le el o educa ion, wo k expe ience and ype o employmen ( ixed,
empo a y, hou ly paid) we e all con olled o u he analysis in ou esea ch o educe he likelihood
ha hese ac o s may dis o he examined connec ions. P io esea ch has shown ha demog aphic
cha ac e is ics may impac he ela ionship be ween ca ee commi men , ca ee sa is ac ion and success
(adeleke, 2003; Bake , 2004; Popoola & Oluwole, 2007).
4. Resul s
he e we e mo e male han emale pa icipan s in his su ey, wi h 55.7% o esponses being men
( emale being 44%). addi ionally, 48.2% o he su eyed indi iduals ell wi hin he age b acke o 21 o
25 yea s. among he esponden s, 69.5% held a bachelo ’s deg ee, 12% held a mas e ’s deg ee and all
had a leas one yea ’s indus y expe ience. he majo i y, 48%, had ou o i e yea s o wo k expe ience,
ollowed by 19.6% wi h h ee o ou yea s o wo k expe ience in he media indus y. app oxima ely 60%
o esponden s had a con ac ual o empo a y job in he o ganiza ion.
4.1. P elimina y analysis
he p elimina y s udy compu ed desc ip i e s a is ics, composi e eliabili y (cR), disc iminan alidi y, con e -
gen alidi y and bi a ia e co ela ions analysis in he measu emen model ( ables 2, 3 and 4). Fu he mo e,
o de e mine he di ec and indi ec ela ion be ween a iable ca ee commi men and subjec i e ca ee
success, along wi h he media ing e ec o ca ee Resilience, s uc u al equa ion modeling was pe o med.
4.2. Measu emen model
o assess he empi ical dis inc i eness o he a iables unde s udy, we used con i ma o y ac o analysis
(cFa), which in ol es p ede ined i indices ha de e mine he adequacy o he model. no ably, i em cc8
om he ca ee commi men scale was excluded om he inal analysis due o ac o loadings alling
below 0.50. simila ly, an i em om he subjec i e ca ee success scale, labeled pa ame e sa is ac ion,
was also omi ed om he inal da ase due o loadings below 0.5. Ou h ee- ac o measu emen model,
encompassing ca ee commi men , esilience and subjec i e ca ee success, demons a ed a a o able i
wi h he da a. he i indices e ealed: cMin/d = 2.057, p < .01; cFi = 0.918; agFi = 0.81; li = 0.91;
RMsea = 0.05; and sRMR = 0.08, by he c i e ia ou lined by hai e al. (2019). he i o his model was
con as ed wi h ha o he one- ac o measu emen model, in which all i ems we e loaded on o a single
cons uc ( able 1).
Fu he mo e, he alidi y and eliabili y me ics o he model sa is ied he p ede e mined cu -o .
Fac o loadings we e applied o alida e he cons uc alidi y and eliabili y. he esul s showed com-
posi e eliabili y (cR) alues ha we e highe han he sugges ed h eshold o 0.70 and a e age a iance
ex ac ed (aVe) alues ha we e highe han 0.50 (hai e al., 2019). Maximum sha ed a iance (MsV) is
a cFa s a is ical me ic ha examines he deg ee o sha ed a iance be ween wo la en cons uc s. i is
6 BhaWna e al.
calcula ed by aking he highes co ela ion coe icien be ween he wo cons uc s and squa ing i
( able 2).
4.3. Disc iminan alidi y assessmen
We es ed he disc iminan alidi y u ilizing bo h he Fo nell-la cke c i e ion and c oss-loadings. hese
analyses con i med he absence o alidi y conce ns unde wo condi ions: (a) he squa e oo o aVe o
a gi en cons uc should exceed i s co ela ion wi h any o he cons uc . his signi ies ha he cons uc
sha es mo e a iance wi h i s indica o s han o he s. (b) each i em o indica o should exhibi mo e sub-
s an ial loadings on i s designa ed cons uc han o he s. his ensu es ha he i ems a e mo e closely
ela ed o he in ended cons uc ( able 3).
4.4. Desc ip i e s a is ics
able 4 p esen s each a iable’s means, sD and co ela ion me ics. Pa icipan s’ esponses, measu ed on a
i e-poin like scale, we e ca ego ized as low (mean alue less han 2.4), mode a e (mean alue be ween
2.5 and 3.4), o high (mean alue mo e han 3.5). he s udy’s pa ame e s e ealed a ange o o al mean
alues om 1.56 o 4.73. he co e a iables – ca ee commi men , esilience and subjec i e ca ee success
– showed mean alues o 3.77, 3.88 and 3.83. he esponden s’ esponses indica e high esilience and
commi men o hei ca ee s based on hei esilience beha io s and subjec i e ca ee success assessmen s.
no ably, a ela i ely s ong co ela ion (.880) eme ged be ween esponden s’ age and yea s o employ-
men , indica ing ha olde employees o en possessed g ea e expe ience (adeleke, 2003). Mo eo e , he
s anda d de ia ion o he en i e cons uc anged om 0.45 o 0.89, showcasing a di e se da ase . he
da a un eil a a o able co ela ion be ween employees’ ca ee commi men and ca ee esiliency ai s
wi h job expe ience (0.237, 0.256). ca ee commi men exhibi ed s ong a o able co ela ions wi h
employees’ subjec i e ca ee success (0.508) and ca ee esilience (0.387). Fu he mo e, a signi ican and
posi i e ela ionship was obse ed be ween employees’ ca ee esilience and subjec i e ca ee success,
indica ing hei pe cep ion o hei p o essional accomplishmen s (0.553).
4.5. S uc u al model
By examining he co ela ions be ween he independen a iable o ca ee commi men , he media ing
a iable o ca ee Resilience and he ou come a iable o subjec i e ca ee success, he p oposed hypo h-
esis was subjec ed o es ing using iBM aMOs 23 so wa e (Figu e 1). he esul s e ealed he ollowing:
Pa h a: ca ee commi men signi ican ly in luences ca ee Resilience (β = 0.353, = 5.298, g ea e han
1.96, p < .01) wi h a con idence in e al be ween llci and Ulci (0.2325, 0.3823). he R-squa ed alue (R2
= 0.369) indica es ha he ca ee commi men a iable accoun s o 36.9% o he a iance in esilience,
he eby suppo ing ou hypo hesis 2. able 5 illus a es he di ec e ec coe icien (pa h c’) o ca ee
commi men on subjec i e ca ee success wi hou any in e ening a iable. he able demons a es a
Figu e 1. Concep ual model.
cOgen BUsiness & ManageMen 7
signi ican ly posi i e di ec e ec (p < .001) o ca ee commi men on subjec i e ca ee success (β = 0.441,
= 6.812, p < .001), he eby con i ming ou hypo hesis 1.
Fu he mo e, he impac o ca ee Resilience on subjec i e ca ee success (pa h_b) was obse ed o
be subs an ial (β = 0.374, = 5.378, g ea e han 1.96, p < .01), hus a i ming ou p oposed hypo hesis 4.
he p edic i e capaci y o a a iable is gauged by i s R-squa ed alue (R2). he esul s indica e ha ca ee
commi men demons a ed a mode a e p edic i e powe (R2 = 0.341) when no media ing a iable was
p esen in he model.
4.6. The media ing oles o ca ee esilience
Using s uc u al equa ion modeling (seM) analysis, a bias-co ec ed boo s apping app oach and a 95%
con idence in e al se a 5000 boo s aps, we in es iga ed he media ing ole o ca ee esilience ai
in he link be ween ca ee commi men and subjec i e ca ee success. he 95% con idence in e al
Table 2. Reliabili y & alidi y assessmen .
Cons uc i em loadings CR aVe MsV
Ca ee commi men 0.931 0.658 0.248
CC1Ra0.850
CC2 0.834
CC3Ra0.867
CC4 0.776
CC5 0.780
CC6 0.628
CC7Ra0.860
CC8 0.169
subjec i e ca ee success 0.888 0.539 0.329
Recogni ion
sCR1 0.524
sCR2 0.652
sCR3 0.549
Quali y wo k
sCQW1 0.627
sCQW2 0.670
sCQW3 0.613
Meaning ul wo k
sCMW1 0.688
sCMW2 0.747
sCMW3 0.782
in luence
sCi1 0.652
sCi2 0.784
sCi3 0.728
Pe sonal li e
sCPL1 0.830
sCPL2 0.655
sCPL3 0.714
g ow h & de elopmen
sCgD1 0.738
sCgD2 0.602
sCgD3 0.746
au hen ici y
sCa1 0.620
sCa2 0.716
sCa3 0.668
Ca ee esilience 0.843 0.547 0.272
CR1 0.860
CR2 0.652
CR3 0.605
CR4 0.857
CR5 0.652
aRe e se coded i em, Sou ce: au ho ’s calcula ion.
Table 1. CFa compe ing models.
Model Cons uc s CMin d CMin/d CFi gFi Li RMsea
1one ac o 3912.853 495 7.905 0.452 0.508 0.415 0.151
2 h ee ac o 997.5 485 2.057 0.918 0.831 0.910 0.05
14 BhaWna e al.
Ruiz-Palomino, P., Ma ínez-cañas, R., & Bañón-gomis, a. (2021). is une hical leade ship a nega i e o employees’
g ow h and in en ion o s ay? he bu e ing ole o esponsibili y clima e. Eu opean Managemen Re iew, 18(4),
535–549. h ps://doi.o g/10.1111/em e.12461
Ruiz-Palomino, P., Ma ínez-Ruiz, M. P., & Ma ínez-cañas, R. (2013). assessing e hical beha iou s in he spanish bank-
ing and insu ance indus ies: e idence and challenges. The In e na ional Jou nal o Human Resou ce Managemen ,
24(11), 2173–2196. h ps://doi.o g/10.1080/09585192.2012.725065
seibe , s. e., Wang, g., & cou igh , s. h. (2011). an eceden s and consequences o psychological and eam empow-
e men in o ganiza ions: a me a-analy ic e iew. The Jou nal o Applied Psychology, 96(5), 981–1003. h ps://doi.
o g/10.1037/a0022676
shahbaz a , R., & Za ei, e. (2014). in es iga ing he ela ionship be ween gene al heal h and esilience wi h o ganiza-
ional commi men among he employees o Ke man mo o s. In e na ional Jou nal o Managemen S udies, 3(2),
127–134.
shek, D. ., & Zhu, X. (2020). P omo ion o h i ing among hong Kong chinese adolescen s: e idence om eigh -wa e
da a. Resea ch on Social Wo k P ac ice, 30(8), 870–883. h ps://doi.o g/10.1177/1049731520947156
she wood, M., & O’Donnell, P. (2018). Once a jou nalis , always a jou nalis ? indus y es uc u e, job loss and p o es-
sional iden i y. Jou nalism S udies, 19(7), 1021–1038. h ps://doi.o g/10.1080/1461670X.2016.1249007
shockley, K. M., U eksoy, h., Bu cu Rodopman, O., Po ea , l. F., & Dullaghan, . R. (2016). De elopmen o a new scale
o measu e subjec i e ca ee success: a mixed-me hods s udy. Jou nal o O ganiza ional Beha io , 37(1), 128–153.
h ps://doi.o g/10.1002/job.2046
s ephens, . M. (2013). nu sing s uden esilience: a concep cla i ica ion. Nu sing o um, 48(2), 125–133. h ps://doi.
o g/10.1111/nu .12015
sul ana, R., Yousa , a., Khan, i., & saeed, a. (2016). P obing he in e ac i e e ec s o ca ee commi men and emo-
ional in elligence on pe cei ed objec i e/subjec i e ca ee success. Pe sonnel Re iew, 45(4), 724–742. h ps://doi.
o g/10.1108/PR-11-2014-0265
ai , M. (2008). Resilience as a con ibu o o no ice eache success, commi men , and e en ion. Teache Educa ion
Qua e ly, 35(4), 57–75.
Weng, Q., & Mcel oy, J. c. (2012). O ganiza ional ca ee g ow h, a ec i e occupa ional commi men , and u no e
in en ions. Jou nal o Voca ional Beha io , 80(2), 256–265. h ps://doi.o g/10.1016/j.j b.2012.01.014
Yousse , c. M., & lu hans, F. (2007). Posi i e o ganiza ional beha io in he wo kplace: he impac o hope, op imism,
and esilience. Jou nal o Managemen , 33(5), 774–800. h ps://doi.o g/10.1177/0149206307305562
Zoghbi-Man ique-de-la a, P., & Ruiz-Palomino, P. (2019). how se an leade ship c ea es and accumula es social cap-
i al pe sonally owned in ho el i ms. In e na ional Jou nal o Con empo a y Hospi ali y Managemen , 31(8), 3192–
3211. h ps://doi.o g/10.1108/iJchM-09-2018-0748
Appendix A: scale i ems
Ca ee commi men
CC1R i i could secu e an al e na i e job ou side he media p o ession while
main aining he same compensa ion, i would likely conside aking
i .
CC2 i am unequi ocally de e mined o pu sue a ca ee in he media
p o ession.
CC3R i gi en he chance o s a anew, i would op no o choose a ca ee
in he media p o ession.
CC4 e en wi h abundan inancial esou ces, i would likely con inue wo king
in he media p o ession.
CC5 i am so ond o his ca ee ha he hough o gi ing i up does no
appeal o me.
CC6 i conside his p o ession o be he ideal li elong oca ion.
CC7R Reg e ably, i eel disillusioned abou en e ing he media p o ession.
CC8 a subs an ial po ion o my pe sonal ime is de o ed o wo k i sel .
Ca ee esilience
CR1 enhancing my p o iciency a wo k is an ongoing p ocess ueled by he
lessons i de i e om my mis akes.
CR2 ackling challenging colleagues o si ua ions allows me o os e
pe sonal and p o essional g ow h.
CR3 i pe cei e challenges as an oppo uni y o lea ning and skill
de elopmen .
CR4 i ac i ely seek solu ions o manage unexpec ed si ua ions ha may
a ise.
CR5 in he ace o se backs a wo k, i esilien ly ebound and mo e o wa d.
subjec i e ca ee success
sCR1 i ecei e posi i e eedback om my supe iso s abou he quali y o my
wo k.
sCR2 he o ganiza ions i am pa o acknowledge my pe o mance as
commendable.
cOgen BUsiness & ManageMen 15
sCR3 Recogni ion has been g an ed o my con ibu ions in my p o essional
oles.
sCQW1 i ake p ide in he high-quali y wo k i consis en ly p oduce.
sCQW2 i consis en ly mee he highes quali y s anda ds in my p o essional
asks.
sCQW3 My wo k is known o consis en ly achie ing high quali y.
sCMW1 i ind meaning in he wo k i do.
sCMW2 i belie e my wo k has made a posi i e di e ence.
sCMW3 he wo k i ha e unde aken con ibu es meaning ully o socie y.
sCi1 Decisions i ha e made ha e impac ed my o ganiza ion.
sCi2 he o ganiza ions i ha e pa icipa ed in ha e alued my inpu on
impo an issues.
sCi3 o he s ha e conside ed my ad ice when making impo an decisions.
sCa1 i ha e been able o align my wo k wi h pe sonal needs and
p e e ences.
sCa2 i eel empowe ed o s ee my own ca ee .
sCa3 i ha e chosen and di ec ed my own ca ee pa h.
sCPL1 i ha e had he lexibili y o spend quali y ime wi h my iends and
amily.
sCPL2 My li e ou side o wo k has been sa is ying and ul illing.
sCPL3 i ha e been a dedica ed employee in balancing wo k and pe sonal
ela ionships.
sCgD1 i ha e p oac i ely enhanced my skill se s, con ibu ing o imp o ed
pe o mance.
sCgD2 Keeping pace wi h changes in my ield, i ha e s ayed cu en and
ele an .
sCgD3 a commi men o con inuous imp o emen has d i en he de elopmen
my skill se .
