Open Journal of Business and Management, 2017, 5, 83-94

http://www.scirp.org/journal/ojbm
ISSN Online: 2329-3292
ISSN Print: 2329-3284

The Relationship between Career Growth and Job

Engagement among Young Employees: The
Mediating Role of Normative Commitment and the
Moderating Role of Organizational Justice

Jie Liu, Xiaowen He, Jinming Yu

School of Business Administration, South China University of Technology, Guangzhou, China

How to cite this paper: Liu, J., He, X.W., Abstract

Yu, J.M. (2017) The Relationship between
Career Growth and Job Engagement among With the sharp changes in external environment, sustainable competitive advantage
Young Employees: The Mediating Role of is importance resource that the enterprises need to get in the fierce market game. The
Normative Commitment and the Moderat-
90’s are becoming the backbone of enterprises, and under the background of human
ing Role of Organizational Justice. Open
Journal of Business and Management, 5, resources, driving the development of the enterprise innovation ability by cultivating
83-94. highly professional knowledge staff is the important measure of enterprise to obtain
http://dx.doi.org/10.4236/ojbm.2017.51008 sustainable competitive advantage. This study will explore the relationship between
employees’ career growth and work engagement, in order to provide effective advice
Received: October 2, 2016
Accepted: December 23, 2016
for enterprise to cultivate staffs with high job engagement. Based on social exchange
Published: December 26, 2016 theory, empirical results indicate that career growth has significant positive impact
on employees’ job engagement through a mediating role of normative commitment.
Copyright © 2017 by authors and Meanwhile, the two assumptions about the moderating role of organizational justice
Scientific Research Publishing Inc.
are not supported, which are including that organizational justice plays a moderating
This work is licensed under the Creative
Commons Attribution International role between career growth and job engagement, and organizational justice adjusts
License (CC BY 4.0). the mediating role of normative commitment between career growth and job en-
http://creativecommons.org/licenses/by/4.0/ gagement. Empirical results indicate that organizational justice plays a moderating
Open Access role between normative commitment and job engagement. The research results show
that enterprises can satisfy employees’ career growth needs, such as economic, pow-
er, ability, social and emotional needs, thus achieving the goal of improving em-
ployee’s organization normative commitment level, and eventually achieving the goal
of employees work commitment.

Keywords
Career Growth, Job Engagement, Normative Commitment, Organizational Justice

1. Introduction
According to the Engagement Survey that released by STEELCASE in 2016, a high de-

DOI: 10.4236/ojbm.2017.51008 December 26, 2016

J. Liu et al.

gree of professionalism and high satisfaction of employees accounted for only 10%
among Chinese respondents, with 3 percentage points lower than the global average.
Compared with the results of the survey published by Gallup in November 2013, the
rate of the global employee engagement didn’t change, but the rate of Chinese workers
increased from the world’s worst 6% to 10%. To some degree in this report, the Chinese
employee engagement is growing steadily, but still lower than the world average. At
present, a large number of studies have shown that, if we want to achieve higher effi-
ciency of enterprises and organizations and encourage employees to take the initiative
to show their conscious effort to meet organizational goals, the key is employee en-
gagement [1]. Now, in the research on engagement, exploration about employee en-
gagement factors focus on the individual level, the working level and organizational
level, and there are more researches focused on a single point of view and less explora-
tions about interaction study on the impact of factors. Especially with the new genera-
tion of 80, 90 becoming the main force in the workplace, to explore what factors can
affect engagement is more meaningful. Based on the perspective of in-depth research
on the career development theory put forward by the Super, BaiYanli and other scho-
lars proposed that organizations can make something different in helping employees
get career growth in the specific strategies about improving employee engagement le-
vels. Some scholars have explored that career growth has significant positive impact on
employee engagement. However, there is still some research that needs to be further
studied in the following aspects: First, the results of the research show that employees’
career growth with normative commitment, normative commitment and organization-
al justice has positive correlation with employee engagement, and organization com-
mitment plays the intermediary role in the process while career growth influences em-
ployee engagement [2] [3] [4] [5]. However, whether normative commitment exists in
the process while career growth influences employee engagement? Second, whether or-
ganization justice performing its value in the process of the career growth influences
employees’ normative commitment? Overall, this study will further explore the rela-
tionship between employees’ career growth and work engagement, how employee ca-
reer growth affects employees work engagement, and whether the normative commit-
ment plays a role of intermediary. In addition, whether the sense of organization fair-
ness affects the relationship between employee career growth and work engagement,
through this study, we hope to provide effective suggestions for developing employees
with high work engagement.

2. Theoretical Foundation and Research Hypotheses

2.1. Career Growth and Job Engagement
About job engagement, Kahn (1990) suggested that employees have the ability to coor-
dinate their work and themselves well, put their own physical strength, cognitive, emo-
tion into work and translate them into action, creating job performance in the work
process, which is called the job engagement [6]. Some academics have proved that job
satisfaction are positively associated with the company’s competitiveness; and Is nega-
tively related to the employee turnover rate, etc. [7] [8].
Subsequently, Liu Xiaoping, and Deng Jingsong (2009) clarified the concept of job

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engagement once again, which is defined as comprising the cognitive emotion and em-
ployees’ behavior, which are in line with the concept of two aspects [9]. Based on the
angle of close connection that employees perform in work, the scholars Saks (2006), di-
vided the job engagement into two dimensions: work and organization [10]. Regarding
the engagement, this study selects the dimension of job engagement as a research varia-
ble, mainly based on two aspects: First, with respect to the tissue engagement, em-
ployees’ career growth has greater correlation with work; Second, according to existing
research, job engagement has a direct impact with task completion, and it’s more valu-
able to study job engagement for the practical operation of the enterprise. Scholar Mu-
tunga discussed factors that affect employee engagement including compensation,
training, career growth, and so on, but not have in-depth discussion [11].
Based on individual professional value and speed perspective, in 1997, Graen and
Chun and other scholars, put forward the view that career growth was a dynamic varia-
ble, mainly referring to the speed that employees flow along for more valuable work se-
ries [12]. Later, with tissue boundary theory as guidance, Weng Qingxiong and other
scholars divided the career growth into two aspects: within the organization and be-
tween organizations, and made operational definition for the distribution of dimen-
sions by theoretical reasoning and empirical research and determination [13]. The re-
sults show that the major performance of the career growth within the organization is
members’ career development in the current organization system, which can be meas-
ured and assessed with speed sensor from four dimensions: the development of profes-
sional ability, salary increases, progression of career goals and the promotion of jobs.
According to social exchange theory, when the resources that provided by the organiza-
tion for its members match up with the needs (providing career growth) which include
the rights, economic and social emotion of improving professional competence, job
promotion and salary increases, individual members will get a sense of obligation in his
heart, and make a positive feedback and rewards for the organization. In a word, ad-
justing the engagement level of individual members is one of the common methods to
facilitate their reward to organization in work practice. That is, the different engage-
ment degrees, which were performed by the internal self-regulating and based on the
external behaviors towards the organization and work, is often been thought as one of
feedback that the organization provides resources for the staff. In addition, based on the
integration of many research achievements, Zhou Xia and Yu Jinming, etc. made ques-
tionnaire survey on seven cities with 21 companies nearly 400 employees on the main-
land, preliminary exploring the relationship between career growth, organizational
commitment and employee engagement. The empirical results show that organizational
commitment plays an intermediary role in the process of career growth influence em-
ployee engagement. Therefore, we make the following assumptions:
H1: Career growth has a significant positive impact on job engagement.

2.2. The Mediating Role of Normative Commitment

Allen and other scholars proposed organizational commitment including three forms:
emotion, specifications, continuance [14]. According to social exchange theory, when
the resources that provided by the organization for its members match up with the

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needs (providing career growth) which include the rights, economic and social emotion
of improving professional competence, job promotion and salary increases, employees
will take positive emotion and behavior in exchange for creating value for the company.
Yuan Qinghong (2014) and others thought that while the organization provide the staff
with a better career development, it will promote the staff to have positive emotion to-
wards the organization and internalize it into codes of conduct or feel more willing to
accept the organization’s relevant norms [15]. That is, career growth can make the staff
generate positive emotion towards the organization and internalize it into related codes
of conduct, which called the enhanced normative commitments.
The individual members’ internal mental and external behavior can be affected by
the growth concept of career growth in the organization. As in the current organization
and the work undertaken, the individual members of the organization can attain satis-
faction and achievement during the process of work competence, career advancement,
career achievements and the value of work and so on, then the individual members of
the respective organizations and the work will have a high level of commitment and ex-
hibit more positive emotions [16]. The positive emotions of employees in the organiza-
tion will internalize into codes of conduct and be more willing to accept the relevant
norms in the organization, which in turn will continue to remain in the organization
with continued loyalty and return the organization with the commitments of comply-
ing with the organizational norms. In addition, according to the social exchange theory,
when employees receive a high level of career growth which provided by the organiza-
tion, it will make them more consciously abide the organizational norms and continue
to stay in the organization and make due contributions return to the organization, that
is increasing their own engagement. In addition, studies have demonstrated that orga-
nizational commitment have a positive correlation with the career growth and em-
ployee engagement, meanwhile the organizational commitment plays a significant in-
termediary role in the process of career growth affects the employee engagement.
Therefore, we make the following assumptions:
H2: Career growth has significant positive impact on normative commitment.
H3: Normative commitment plays an intermediary role between the career growth
and job engagement.

2.3. The Regulation of Organizational Justice

For organizational equity research, we are concerned the degree of awareness of fair in
the relationship that the organization hire employees. The concept of “organizational
justice” is progressively developed by the fair distribution. The concept of “Fair distri-
bution” was first proposed by Adams, and later through the improvement and devel-
opment by MoagBies and other scholars, the connotation of “organizational justice”
has become increasingly rich and clear [17]. As a basic awareness of the continued
evaluation that the organizational members make on their organizations, organization-
al justice directly affects the process that the individual members make trust and com-
mitment on the organization. As the awareness of fair degree in the relationship that
the organization hire employees, organizational justice can have a continued penetra-
tion in the psychological level for individual members in the long-term and relatively

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stable organizational scenarios or work situation. Thus the individual members can
make adaptively adjustment to the external behaviors and the internal mental activities
according to the awareness of the fair degree in the organization. Therefore, except can
predict a number of variables, organizational justice plays a regulatory role in the rela-
tionship of the other variables including individual attitudes, behavior and consequence
variables.Academics have discussed relationship between organizational justice and job
satisfaction and turnover intention [18]. Thus, many domestic and foreign scholars
proposed that it can exploratory try to use the organizational justice as the moderator
to study the relationship between salary increase and staff satisfaction in job and orga-
nizational commitment, and the possibility of playing the adjusting role on the process
of career growth affects organizational commitment. The research of scholars Bechtoldt
(2007) shows that organizational justice can affect employee's production behavior [19];
Scholars Devonish (2010) shows that organizational justice will affect employee job
performance, etc. [20].
When the employees are aware of a high level of justice, the support of career growth
provided by the organization will be more easy to recognized and identified by the
members of the organization and it will be more effective to internalize the recognition
and identification into relevant codes of conduct, that is normative commitment.
Therefore, we make the following assumptions:
H4: Organizational justice plays a regulatory role between the career growth and
normative commitment.
H5: Organizational justice will adjust normative commitment when it plays an in-
termediary role between the career growth and job engagement.

3. Research Methods
3.1. Sample Selection
During the two-month period from December 2015 to January 2016, I completed the
work of distributing and collecting questionnaires of the formal investigation stage, and
successfully got the data with the target number. Among them, the total number of the
questionnaires distributed was more than 350, and the actual number of the collected
questionnaires was 272, so we can see that the questionnaire recovery was 77.71%. After
disregarding the whole unqualified questionnaires, there were 249 questionnaires left
and the effective response rate was high as 71.14%, which can meet the basic require-
ment of recovered questionnaires investigation. The objects of questionnaires distri-
buted was defined on entry level employees and managers in all kinds of enterprises
and the range of the questionnaires distributed was including the major cities of
Guangzhou, Wuhan, Beijing, Shanghai, Shenzhen, Xi’an, which was in line with the
requirements of randomness and universality. According to the data such as GDP,
city’s comprehensive strength and competitiveness of those six big cities are relatively
the leading level in China and the number of new generation employees is huge.

3.2. Measuring Tools

About the measurement of the career growth, this study used the scale which was
worked up by Weng Qingxiong, Xi Youmin and other scholars. The measurement was

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made up of four aspects: the progress speed of career goal, the speed of promotion, the
speed of vocational ability development and the remuneration growth rate, in which
there were 15 problem items including the problem “the current job provides me with
better opportunity for development”. About the measurement scale of job engagement,
this study used a Chinese scale that revised by the scholars Leng Mei, who has referred
to the employee engagement scale that made by May and other scholars. Three ques-
tions were involved in this measurement scale includes the item “For me, I am too en-
gaged into work to forget the time”.
Normative commitment scale was referred to the normative commitment scale that
designed for Chinese workers by Ling Wenquan, considering the research results from
Allen and other scholars and including 5 questions about obligations for the organization.
The measurement scale of organizational justice used the four-dimensional scale that
developed by Chinese scholars Liu Ya (2003) and was used to measure the organiza-
tional justice respectively from distributive justice, leadership explanation, procedural
justice and interactional justice, including 22 items such as “I think the distribution
system of the organization can be well implemented”. As for data measurement and
statistical analysis method, in the primary stages of questionnaire sorting, data coding
and screening, this study used the Microsoft excel software, then at the second screen-
ing and specific data analysis phase, mainly using the spss17.0.

4. Empirical Analysis
4.1. Correlation Analysis
Mean standard deviation and correlation coefficient of the variables in this study are
shown in Table 1. Table 1 shows that career growth and job engagement have a signif-
icant positive correlation, and the correlation coefficient was 0.645, p < 0.01. H1 was
initially validated. In addition, there was a significant positive correlation coefficient of

Table 1. Variable descriptive statistics and correlation coefficients.

Variable 1 2 3 4 5 6 7 8 9

1. Career growth 1

2. Normative commitment 0.332** 1

3. Job engagement 0.645** 0.310** 1

4. Organization justice 0.675** 0.302** 0.369** 1

5. Sex 0.087 0.022 0.042 0.035 1

6. Age 0.097 0.021 −0.044 0.202** −0.090 1

7. Nature of the work 0.018 −0.111 0.086 0.019 −0.055 −0.064 1

8. Job category −0.183** −0.048 −0.136* −0.038 −0.209** 0.384** −0.080 1

9. Work experience −0.028 0.003 −0.113 0.107 −0.087 0.570** −0.029 0.325** 1

Average value 2.4037 2.5785 2.1377 2.6496 1.5992 1.5951 2.9069 1.2915 1.4291

Standard deviation 0.54500 0.52363 0.58353 0.60706 0.49106 0.83499 1.38936 0.55952 0.71713

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0.332 between career growth and normative commitment, p < 0.01. There was a corre-
lation coefficient of 0.310 between normative commitment and job engagement, p <
0.01. The result lay the foundation for the follow-up intermediary test.

4.2. Hypothetical Test

4.2.1. Mediating Role of Inspection
The below use SPSS 17.0 and three-step method of mediation test, combined with the test steps
which proposed by Chinese scholars Wen Zhonglin to analyze the relationship between
career growth , normative commitment and job engagement and verify the hypothesis
that whether normative commitment plays the role of mediation between career growth
and job engagement.
According to Table 2, first, career growth has a significant positive effect on job en-
gagement, and the regression coefficient was 0.659, p < 0.001. So the regression model
building was established in line with the first condition. The hypothesis H1 was sup-
ported; secondly, career growth has a significant positive effect on normative commit-
ment (the coefficient is 0.317, p < 0.001), the regression model building was established
in line with the second condition. The assuming H2 was supported.
After the normative commitment variables was added into the third step, the regres-
sion models were established, and normative commitment coefficients were signifi-
cantly (p < 0.05). The factor of career growth towards job engagement was 0.619, which
was less than the original coefficient of 0.659 and p < 0.001, thus, normative commit-
ment partially mediated in the relationship of career growth and job engagement rela-
tionship. The hypothesis H3 was supported.

4.2.2. Inspection of the Regulated Intermediary Role

According to the method proposed by the scholars, Edwards and Lambert (2007), the
model was adjusted to test the role of intermediary. During the inspection, the inter-
mediary role will change significantly (indirect effects) when it need to verify that the
manipulated variable was higher and lower. Combined with the research model and the

Table 2. Inspection of mediating role of normative commitment.

Job engagement
Variable
Model 1 Model 2 Model 3

Sex −0.016 0.017 −0.015

Age −0.088 0.058 −0.083

Nature of the work 0.069 0.115 0.083

Job category 0.039 −0.094 0.038

Work experience −0.056 −0.111 −0.060

Career growth 0.659*** 0.619***

Normative commitment 0.317*** 0.118*

△R2 0.421 0.110 0.431

F 30.840 6.069 27.648

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method proposed by Edwards and Lambert (2007), this study was in line with the in-
spection method of the intermediary role that single level was regulated, and it is di-
vided into two stages. The first stage used career growth (X), organizational justice (W),
the interaction term (XW) of career growth (after centering) and organizational justice
(centralized after) as independent variables, and used normative commitment (M) as
the dependent variable inspection; The second stage uses career growth (X), organiza-
tional justice (W), the interaction term (XW) of career growth (after centering) and
(after centering) organizational justice, normative commitment (M), the interaction
term (MW) of normative commitment (after centering) and sense of fairness (after
centering) organized as independent variables, and uses job engagement as the depen-
dent variable for testing. Next, we used the method of Bootstrap methods for test:
whether there were significant differences in the indirect effects (intermediation) in the
case that the organizational justice (moderator) was higher or lower, and verify the ex-
istence of the effect of the regulated intermediary role. This study used Mplus7 for in-
spection of the intermediary role of the regulated single level. The results of the test are
shown in Table 3.

Table 3. Inspection of regulated intermediary role.

First stage: normative commitment Second stage: job engagement

Coefficient Standard deviation Significance Coefficient Standard deviation Significance

Career growth 0.225* 0.092 0.015 0.719*** 0.076 0.000

Organization justice 0.135 0.078 0.083 −0.086 0.070 0.218

Career growth × Organization justice −0.063 0.116 0.587 −0.150 0.082 0.067

Normative commitment 0.148* 0.069 0.033

Normative commitment × Organization justice 0.228* 0.101 0.025

95% confidence interval

Effect Moderator Effect size coefficient Standard deviation Significance
Lower limit Upper limit

High organizational justice 0.156 0.157 0.322 −0.112 0.393

Indirect effect Low organizational justice 0.294 0.157 0.060 0.037 0.535

Difference −0.138 0.254 0.587 −0.507 0.313

High organizational justice 1.247 0.101 0.000 1.080 1.416

Direct effect Low organizational justice −0.084 0.096 0.380 −0.256 0.052

Difference 1.331 0.185 0.000 1.043 1.649

High organizational justice 0.820 0.198 0.000 0.478 1.115

Total effect Low organizational justice 0.789 0.080 0.000 0.661 0.921

Difference 0.031 0.211 0.883 −0.343 0.336

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The Table 3 shows that the organization justice didn’t perform the effect of regula-
tion between career growth and normative commitment (The coefficient was −0.063, p
= 0.578). In the second stage of organizational justice towards the relationship of “ca-
reer growth, normative commitment, job engagement”, the interaction terms of nor-
mative commitment and organizational justice was 0.228, p < 0.05. Namely organiza-
tional justice has a positive effect of regulation between the relationship of normative
commitment and job engagement. Secondly, while using the method of Bootstrap for
test, when the organizational justice was at a higher level, the direct effect of the 95%
confidence interval was [1.080, 1.416], and when the organizational justice was at a low
level f, the indirect effects of the 95% confidence interval was [−0.256, 0.052]. The coef-
ficient of the effect size of the difference was 1.331, p = 0.000 (p < 0.001), that is, there
was significant differences in the direct effect. The indirect effects and total effect of the
differences were not significant. That is, organizational justice will regulate the rela-
tionship between normative commitment and job engagement, without adjusting the
mediating effect that normative commitment did between the career growth and job
engagement. The hypotheses H4, H5 were not pass inspection.

5. Discussion
5.1. Analysis Conclusion
The purpose of this study was to test: Under the specific scene in China, the mechanism
of career growth acting to job engagement, in which normative commitment is as an
intermediary between the two variables, in order to study the role of intermediary
normative commitment; organizational justice is as a moderator between career growth
and normative commitment, to study the regulation of organization justice. The em-
pirical result shows that the career growth has significant positive impact on job en-
gagement, and also has significant positive impact on normative commitment; moreo-
ver, in the relationship between career growth and job engagement, the normative
commitment plays an intermediary role. At the same time, in regulation of organiza-
tional justice test, “Organizational justice plays a regulatory role in the relationship be-
tween in career growth and normative commitment”, “Organizational justice will ad-
just normative commitment, which plays an intermediary role between the career
growth and job engagement”, these two hypotheses did not pass the test; the results
showed that organizational justice will regulate the relationship between normative
commitment and dedicated work degrees. Probable cause is that career growth is rela-
tively close to the development of individual employees; therefore, it is easy to increase
the normative commitment of employees; however, organizational fair has more signi-
ficance when employees evaluate if pay is equal to gain, which means, after employees
generate normative commitment, they will have stronger passion to immerse in work
feeling organizational fair. The degree of organization justice that employees perceive,
has little impact on employees when they perceive career growth and increase norma-
tive commitment; when the perception of organizational fair increase, it will strengthen
the positive impact on normative commitment to the engagement in work.
When a higher degree of fairness is perceived by employees, the supports of career
growth that organization provide for employee are more likely to be recognized and

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identified by members of the organization; furthermore it will be more effective to

cause this kind of recognition and identification internalized into the relevant codes of
conduct, namely normative commitment.
If the enterprise managers want to improve and maintain high levels of employee
engagement to work, it should be started from the aspects of employee career growth,
by satisfying their economic, power’s, abilities, and social emotion’s needs, so as to im-
prove employees for the purposes of organizational normative commitment level, and
ultimately the employee dedication target. In view of the above testing and analysis, the
author will make the following recommendations for business managers in human re-
source management practices, especially for the new generation of employees: First,
based on the starting point of talent acquisition, clutching the recruitment of the whole
process, pooling resources to focus on jobs for candidates of their own career planning
and expected career goals to be provided by the Organization, the degree of matching
environment for the growth of meticulous study. If your organization’s professional
staff in line with the expected conditions, then the employee will have higher probabili-
ties to generate normative commitment after the entry, that is more willing to stay long
in the organization of work, and showed high engagement. Second, proactive focus on
employee career planning and individual goals, by giving employees challenging tasks,
self-display talent platform, a variety of vocational training for employees, to advances
staff by completing challenging tasks at the same time obtain career goals, professional
ability development and professional competence training and promotion, to achieve
its recognition of the task and organizational goals, and finally to make sure staff these
commitments are reflected in the organization the expected behavior, namely job en-
gagement. Third, build an open, fair, equitable resource allocation mechanism within
the organization, ensuring that such fair to be felt and identified by the members of or-
ganization.

5.2. Study Limitation

First, the way to get the data too limited, basic from employee self-report questionnaire,
which is highly likely occurs homologous error, future research can be paired or other
research methods.
Second, the survey sample size is still not large enough, and subject to the test were
mostly recruited shortly knowledge workers, whose organizational identity and en-
gagement were in the process of change and develop, it is difficult to reflect the whole
picture of employee career growth and engagement of work.
Third, this study selected only emotional commitment as intermediary variables. If it
is able to tap more intermediary factors including normative commitments in the fu-
ture, it will help to comprehensively reveal the full the internal mechanism of the
process of career growth influences employee engagement, which facilitates enterprises
to design a career development mechanism to improve employee engagement from the
perspective of career growth.

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