Drawing on the conservation of resources theory, this study integrates an interactionist perspective with the process model of sustainable careers, thereby offering a comprehensive view of how personal and contextual factors jointly shape career outcomes.
A two-year longitudinal study with a three-wave time-lagged design was conducted to test a moderated mediation model linking perceived organizational support, work engagement, person–job (P–J fit) and indicators of career sustainability. Data were collected from a representative sample of 247 Dutch employees working across a variety of occupational categories in for-profit businesses or in non-profit or public sector organizations.
The findings show that contextual resources, such as perceived organizational support, do not automatically lead to career sustainability. Instead, we found that P–J fit functions as an enabling condition that determines whether resource gain processes can unfold. We therefore conclude that the interplay between person and context is not simply additive but that sustainable careers are shaped by individuals' ability to utilize them effectively.
This study contributes to the sustainable career literature by empirically demonstrating how perceived organizational support influences multiple indicators of career sustainability through work engagement over time. By integrating P–J fit as a boundary condition, this study advances the understanding of when and how organizational support fosters sustainable careers and offers actionable guidance for HR, including monitoring and enhancing fit and supporting employees in improving their alignment with their jobs.
Careers, particularly sustainable ones, are important because they provide individuals with identity, satisfaction, financial stability and opportunities to support loved ones, fulfill dreams and inspire others (Baruch and Sullivan, 2022). Sustainable careers can be defined as “sequences of career experiences reflected through a variety of patterns of continuity over time, thereby crossing several social spaces, characterized by individual agency, herewith providing meaning to the individual” (Van der Heijden and De Vos, 2015, p. 7). Building on this definition, De Vos et al. (2020) proposed a process-oriented and dynamic model of sustainable careers, identifying three key dimensions that shape sustainable careers: person (e.g. proactivity and adaptability), context (e.g. workgroup, organizational and private life) and time (e.g. adopting a dynamic approach to career dynamics across the entire lifespan). The systemic lens of this model distinguishes it from existing career frameworks by underscoring the dynamic interplay among the individual, their environment and temporal changes (Donald et al., 2024; Talluri et al., 2025) as foundational to understanding sustainable career trajectories (De Vos et al., 2020). Moreover, the authors specifically argued that the three dimensions of person, context and time interact with each other to shape three indicators of a worker's career sustainability, which they conceptualized as happiness, health and productivity (Van der Heijden, 2005).
In our study, these three indicators of career sustainability are operationalized as job satisfaction, being an indicator of an employee's happiness, burnout, representing the health indicator and task performance, being an indicator of productivity (De Vos et al., 2020), respectively. Job satisfaction refers to “a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences” (Locke, 1976, p. 1304). Burnout is usually defined as a work-related syndrome marked by persistent exhaustion and disengagement (e.g. feeling of detachment from the job) (Bakker et al., 2014). Task performance can be defined as the competency (i.e. the proficiency) that an individual shows with regard to their central job tasks (Campbell, 1990). We argue that a competence-based approach to task performance is most optimal from the notion of sustainable careers (cf. Van der Heijden et al., 2018).
While the process model of sustainable careers and previous studies have started to advance our understanding of how careers can thrive throughout individuals' professional journeys, there is limited exploration of an interactionist perspective (Endler and Magnusson, 1976; Lewin, 1935), which examines how contextual factors (e.g. employer-employee relationships) and personal factors [e.g. person-job fit (P-J fit)] interact to shape sustainable career indicators over time. Addressing this perspective is essential to advancing career research by capturing the nuanced interplay of individual and environmental elements that influence sustainable career outcomes. Furthermore, although the process model of sustainable careers is recognized as a continuous process, yet, so far, empirical research investigating the specific behavioral mechanisms that connect contextual factors to career sustainability indicators remains scarce, despite calls for such research (De Vos et al., 2020; Greenhaus et al., 2024; Guan et al., 2011).
Meta-analyses across various occupational sectors consistently stressed the important role P–J fit plays in enhancing job satisfaction, well-being and performance (e.g. Herkes et al., 2019; Kristof-Brown et al., 2005), while conversely, misfit has been shown to be related to fatigue and diminished performance (Deng et al., 2016; Vogel and Feldman, 2009). Following this line of reasoning, we argue that the success of career management practices depends on effectively aligning employees' values, competencies and needs with their organizational environment (Werner and DeSimone, 2012), and therefore propose P–J fit as a process-oriented mechanism that in interaction with the contextual factor of perceived organizational support shapes the sustainability of an individual's career over time. To address these challenges, this two-year, three-wave study introduces a novel interactionist model that extends beyond existing frameworks by explicitly examining how contextual and personal factors interact to shape sustainable career indicators. In doing so, we examine the following three research questions: Does work engagement mediate the relationship between perceived organizational support and career sustainability? Does P–J fit moderate the direct relationship between perceived organizational support and work engagement? Does P–J fit moderate the indirect relationship between perceived organizational support and career indicators through work engagement?
Specifically, we first aim to examine how perceived organizational support as a factor reflecting the employer–employee relationship shapes sustainable career indicators, through work engagement, which can be defined as a positive work experience involving vigor (high energy), dedication (enthusiasm) and absorption (deep focus) (Schaufeli and Bakker, 2023). Drawing on the conservation of resources (COR) theory (Hobfoll, 2001), we argue that perceived organizational support acts as a crucial contextual resource that enhances work engagement, hereby triggering a resource gain cycle (Hobfoll et al., 2018) that ultimately leads to increased career sustainability.
Second, our study aims to investigate whether P–J fit amplifies the direct relationship between perceived organizational support and work engagement, as well as the indirect relationship between perceived organizational support and career indicators through work engagement. Integrating the concept of P–J fit (Cable and DeRue, 2002), being an individual factor, within our research model, we contend that when job requirements closely match individual abilities, it creates a resource gain spiral that maximizes opportunities to leverage organizational support effectively.
The present research aims to make three unique contributions to the literature on sustainable careers. Focusing on perceived organizational support as an antecedent of one's career sustainability, and including P–J fit as a possible moderator, first, our study responds to a call to incorporate the notion of fit in the domain of sustainable careers (Greenhaus et al., 2024), hereby adding to the scholarly knowledge in the field. In particular, in line with Clarke and Patrickson (2008), we adopted an interactionist perspective (Endler and Magnusson, 1976; Lewin, 1935) for testing our sustainable career enhancement model (see also Van der Heijden and Spurk, 2019). More specifically, we have incorporated the impact of one contextual characteristic (i.e. perceived organizational support) as our antecedent and one personal characteristic (i.e. P-J fit) as a possible moderator in predicting workers' career sustainability. As such, this study addresses previous calls for a deeper exploration of the interaction between person and context, aiming to prevent fragmentation of the scholarly work within this field (De Vos and Van der Heijden, 2017).
Second, to the best of our knowledge, this study is one of the initial efforts to investigate the link between perceived organizational support and multiple indicators of career sustainability. Particularly, to address the tension organizations experience when considering investments in employee development, we advocate a sustainable career perspective (De Vos et al., 2020), which emphasizes that a multiple-stakeholder (i.e. systemic) approach (cf. Colakoglu et al., 2006) is critical. Given that career sustainability is highly dependent upon the employer–employee relationship and its mutually beneficial consequences (Fugate et al., 2021; Van der Heijden et al., 2024), our systemic perspective allows us to analyze the impact of employer's investments in terms of their workers' happiness, health and productivity (Van der Heijden, 2005), thereby adopting a holistic approach to careers focusing both on what is in it for the employee and on what is in for the employer. The latter has only gained in importance given the considerable pressure that the Covid-19 pandemic and economic disruptions, which have severely impacted employees' well-being and their working life, have put on the employer–employee relationship (Kniffin et al., 2021; Rettie and Daniels, 2021).
Third, using a three-wave, time-lagged design to test our hypothesized moderated mediation model, we also add to the literature in this field by increasing our understanding of long-term relationships (Laberge and Ledoux, 2011) and specific mechanisms (Zapf et al., 1996), as recommended by Van der Heijden et al. (2020) and Greenhaus et al. (2024). In doing so, we shed more light on the complex nature of careers and the mechanisms underlying the linkage between perceived organizational support and individual career-related outcomes (see Figure 1).
The diagram presents a conceptual model with labeled oval nodes connected by directional arrows. On the left side, an oval labeled “P O S subscript T 1” represents perceived organizational support at time 1. A horizontal arrow extends from this oval toward a central oval labeled “Work engagement subscript T 2”. Above the central connection, another oval labeled “Person-job fit subscript T 1” is positioned vertically above the arrow between P O S and work engagement. A downward arrow points from the person-job-fit oval to the horizontal path. To the right of the work-engagement oval is a large vertical rectangular box titled “Sustainable career indicators”. Inside the box are three vertically arranged ovals. The top oval is labeled “Job satisfaction subscript T 3”. The middle oval is labeled “Burnout subscript T 3”. The bottom oval is labeled “Task performance subscript T 3”. A horizontal arrow extends from the work-engagement oval to the sustainable-career-indicators box, pointing toward the center of the box. Another diagonal arrow extends directly from the P O S oval toward the lower portion of the box, ending near the “Task performance subscript T 3” oval.Proposed conceptual model of perceived organizational support and sustainable career indicators. Note. POS = Perceived organizational support, T = Time
The diagram presents a conceptual model with labeled oval nodes connected by directional arrows. On the left side, an oval labeled “P O S subscript T 1” represents perceived organizational support at time 1. A horizontal arrow extends from this oval toward a central oval labeled “Work engagement subscript T 2”. Above the central connection, another oval labeled “Person-job fit subscript T 1” is positioned vertically above the arrow between P O S and work engagement. A downward arrow points from the person-job-fit oval to the horizontal path. To the right of the work-engagement oval is a large vertical rectangular box titled “Sustainable career indicators”. Inside the box are three vertically arranged ovals. The top oval is labeled “Job satisfaction subscript T 3”. The middle oval is labeled “Burnout subscript T 3”. The bottom oval is labeled “Task performance subscript T 3”. A horizontal arrow extends from the work-engagement oval to the sustainable-career-indicators box, pointing toward the center of the box. Another diagonal arrow extends directly from the P O S oval toward the lower portion of the box, ending near the “Task performance subscript T 3” oval.Proposed conceptual model of perceived organizational support and sustainable career indicators. Note. POS = Perceived organizational support, T = Time
Theoretical background and hypotheses
The positive psychology approach emphasizes the study of strengths, well-being and the factors that enable individuals and organizations to thrive (Seligman and Csikszentmihalyi, 2000). Rather than focusing on deficits or dysfunctions, this approach highlights the conditions and practices that foster optimal human functioning (Meyers et al., 2013). Analogously, the COR theory (Hobfoll, 2001) posits that individuals seek to acquire, maintain and safeguard valuable resources such as personal traits, social support, time and energy. One important premise of the COR theory is Corollary 1, which suggests that individuals who already possess more resources are better equipped to handle losses and are more likely to gain additional resources (Hobfoll, 2001). Additionally, the principle of resource caravans highlights that resources do not exist in isolation; instead, they tend to accumulate and travel together, creating gain spirals (Hobfoll et al., 2018). In workplace contexts, supportive environments can trigger positive resource caravans, promoting well-being and engagement over time. Building on the positive psychology approach (Meyers et al., 2013; Seligman and Csikszentmihalyi, 2000) and the COR theory (Hobfoll, 2001) we propose a moderated mediation model wherein a stimulating contextual determinant, in this case perceived organizational support, results in increased career sustainability, through its effect on the employee's work engagement. Additionally, we suggest that P–J fit acts as a moderator, amplifying the strength of the direct relationship between perceived organizational support and work engagement, as well as the indirect relationships between perceived organizational support and the three indicators of career sustainability.
The moderating role of P–J fit
Perceived organizational support is based on employees' beliefs that the organization values their contributions and cares about their well-being (Rhoades and Eisenberger, 2002). Previous research already indicated that employees are more willing to contribute to their employer's goals and participate in extra tasks on the basis of reciprocity (Kurtessis et al., 2017). Reciprocity, being a central element in social exchange theory (SET; Blau, 2017), refers to the reactions of workers to the actions of their employer, which can be positive (e.g. willing to do extra work) or negative (e.g. being absent while not being ill) (Eisenberger and Stinglhamber, 2011).
Previous research has consistently established that perceived organizational support is a key organizational-level resource that enhances work engagement by fostering intrinsic motivation and helping employees achieve their work goals (Canboy et al., 2023; Sulea et al., 2012). For example, Sulea et al. (2012) found that perceived organizational support positively influences work engagement, which, in turn, promotes desirable career outcomes. Despite substantial evidence supporting the positive relationship between perceived organizational support and work engagement, the moderating role of P–J fit in this association remains largely unexplored.
P–J fit occurs when employees perceive that there is a good fit between their personal characteristics and the characteristics of their job (Cable and DeRue, 2002). This fit exists when an employee perceives that their job aligns with their knowledge, skills and abilities, on the one hand (i.e. demands-abilities fit), and with their needs, desires or preferences, on the other hand (i.e. needs-supplies fit) (Kristof-Brown et al., 2005). We propose that the relationship between perceived organizational support and work engagement is contingent on P–J fit. Specifically, employees who experience a strong fit between their abilities, needs and job demands are more likely to fully capitalize on perceived organizational support. This is because employees with a high degree of role alignment are better positioned to effectively utilize available resources (Kristof-Brown et al., 2005). When both perceived organizational support and P–J fit are high, employees are more likely to translate organizational support into meaningful engagement with their work, helping them to meet goals, enhance competence and sustain motivation. Conversely, employees with low P–J fit may struggle to leverage organizational support effectively, as a misalignment between their abilities, needs and job demands can limit their capacity to remain engaged, even with available support. Consequently, the positive relationship between perceived organizational support and work engagement is expected to be stronger for employees with a high P–J fit, who can more effectively harness support to thrive in their roles. Therefore, we have formulated the following hypothesis:
The positive relationship between perceived organizational support and work engagement is magnified by P-J fit. This association is stronger for individuals who perceive a high fit with their jobs (versus a low fit).
Fostering career sustainability through work engagement
From earlier scholarly work in this domain, we already know that perceived organizational support increases an individual's job satisfaction (e.g. Li et al., 2020), reduces burnout (e.g. Reitz et al., 2021) and enhances their task performance (e.g. Eisenberger et al., 2020), which are the three indicators of sustainable careers in our empirical work.
As previously discussed, the positive relationship between perceived organizational support and work engagement is well-established in the literature. Furthermore, previous research has also reported considerable empirical evidence on the link between work engagement and employee outcomes. Specifically, employees who are engaged – characterized by vigor, enthusiasm and absorption in their work – tend to perform better (Gürbüz et al., 2026a; Neuber et al., 2022), generate more creative ideas (Gürbüz et al., 2024) and experience lower levels of burnout and more satisfaction (Hakanen and Schaufeli, 2012). This is because positive emotions broaden an individual's thought-action repertoire, enabling them to experience greater job happiness, reduce the likelihood of burnout and complete tasks more efficiently by fostering an adaptive mindset (Fredrickson, 2013). However, the mechanisms through which perceived organizational support enable employees to experience happy, healthy and productive careers (Van der Heijden, 2005) remain less clear, indicating a gap in understanding how this resource translates into career sustainability.
To better understand the underlying mechanism behind the linkage between perceived organizational support and the three indicators of sustainable careers, we borrow from the COR theory (Hobfoll, 2001). In particular, individuals' well-being and performance are largely shaped by their ability to accumulate, protect and utilize resources. The principle of resource caravans suggests that resources do not exist independently but rather travel in clusters, or “caravans”, where they work together, supporting and amplifying one another (Hobfoll et al., 2018). We propose that perceived organizational support can be viewed as an important organizational-level resource that initiates the formation of a “resource caravan” by enhancing workers' feelings of engagement at work, herewith creating a resource gain cycle that ultimately results in increased career sustainability. In other words, a higher amount of perceived organizational support results in employees becoming more happy, healthy and productive (Van der Heijden, 2005) because engaged employees feel a sense of accomplishment and positive emotions (Fredrickson, 2013), which is more likely to strengthen their job satisfaction, reduce their burnout risk through adaptive coping strategies and enhance their productivity as their enthusiasm and energy drive better performance. In other words, the COR theory (Hobfoll et al., 2018) is used as our underlying framework to examine how perceived organizational support may be linked to short-to mid-term resource gain processes, as reflected in employee engagement and subsequent career-related outcomes over time. Based on the above, we have formulated the following hypothesis:
Perceived organizational support positively relates to job satisfaction (2a), negatively relates to burnout (2b) and positively relates to task performance (2c) – the three indicators of sustainable careers – through work engagement over time.
Integrative model: moderated mediation
In this study, we also incorporate the construct of fit, being an additional important personal resource, as a moderator in our mediation model. Specifically, we argue that P–J fit will moderate the indirect relationships between perceived organizational support and career sustainability. From a sustainable career perspective, P–J fit is a crucial resource that can help to further foster the foundation for career sustainability (De Vos et al., 2020). Departing from the notion of a person's perceived fit with their job, we contend that the impact of the extent to which a person experiences that their organization provides ample support for their career development increases when they perceive a higher fit between their specific needs and what their job actually provides (Van Woerkom et al., 2024). In particular, when such alignment is high, individuals are less likely to expend resources on coping with misfit or role strain, allowing organizational resources to be more effectively invested and utilized.
This line of argumentation corresponds with prior findings on the impact of P–J fit on positive work and career experiences (Kristof-Brown et al., 2005) and the role of career agency (Spurk et al., 2019) in achieving a stronger fit (De Vos et al., 2020) and, through this, more sustainable career outcomes (Lent and Brown, 2020). In particular, we advocate the importance of demands-abilities fit (D-A fit) and needs-supplies fit (N–S fit) aspects (Cable and DeRue, 2002), as these resources allow individuals to establish a fit between their competencies, on the one hand, and the way they do their work and career development, on the other hand (cf. Akkermans and Tims, 2017). To further elaborate on this, a key resource in the light of a worker's current P–J fit is that both the demands that are required from their work fit with the individual's abilities (which is captured in the notion of D-A fit), and that there is an alignment (i.e. fit) between what one's job provides and one's personal needs and values (i.e. N–S fit; Cable and DeRue, 2002).
In all, and again building on the COR theory (Hobfoll, 2001), we propose that P–J fit functions as a resource-enabling condition that strengthens resource gain processes. Under the condition of high fit, perceived organizational support is more likely to be converted into personal energetic resources, such as work engagement, because fewer resources are diverted toward managing misalignment (Hobfoll, 2001). In contrast, when P–J fit is low, part of the supportive resources provided by the organization is likely to be consumed by efforts to cope with such misalignment, thereby weakening their downstream effects. Based on the outline given above, we have formulated the following hypotheses:
The indirect relationships between perceived organizational support and the three indicators of sustainable careers [i.e. job satisfaction (3a), burnout (3b) and task performance (3c)], through work engagement over time, are moderated by P–J fit. That is, the indirect relationships with job satisfaction and task performance are stronger for individuals who perceive a high fit with their jobs (versus those who perceive a low fit), while the indirect relationship between perceived organizational support and burnout will be weaker for individuals who perceive a high fit with their jobs (compared to those who perceive a low fit).
Method
Procedure and participants
A three-wave data collection over a two-year period was conducted with Dutch employees through the Longitudinal Internet Studies for the Social Sciences (LISS) panel, managed by the CentERdata Research Institute. The LISS panel comprises a representative sample of 7,500 individuals, aged 16 and above, selected through true random sampling from the Statistics Netherlands database. It ensures an accurate representation of the Dutch population and operates on an invite-only basis, with no provision for self-registration. For more details on the LISS panel, please visit www.lissdata.nl.
While there is no set guideline in organizational behavior research regarding the ideal time lags (Griep et al., 2021), earlier research on work engagement showed that it is meaningful to assess the trajectory of work emotions in a short-term period, depending on the context (Demerouti et al., 2012). This aligns with guidance for shorter intervals in longitudinal studies (Dormann and Griffin, 2015). Previous studies also suggested that longer time intervals were more appropriate for capturing the long-term impacts of organizational policies on employee outcomes (Kooij et al., 2022). Given the present study's aim to investigate the associations between perceived organizational support and various indicators of sustainable careers, we opted for a shorter time frame (i.e. 2 months) between Time (T) 1 and T2 to capture the predictor (i.e. perceived organizational support) and mediator (i.e. work engagement), and a longer time frame (i.e. 22 months) between the measurement of the mediator (T2) and the sustainable career indicators (T3). Such temporal gaps between the predictor, mediator and outcome variables were more helpful in mitigating potential common-method bias (CMB) than statistical solutions (see Podsakoff et al., 2024).
At T1, an online survey was distributed to 550 randomly selected LISS panel members employed in paid positions in varied organizations, with 360 individuals responding, yielding a response rate of 65.45%. At T2, 308 respondents who participated at T1 provided useable surveys, representing an 85.55% response rate from the T1 participants. During the final data collection phase at T3, 259 participants completed the survey, indicating an 84.09% response rate from the T2 participants. Throughout each wave, our respondents received reminders from the manager of the LISS Panel. The attrition rate observed between T1 and T2 was 14.45%, while it was 15.91% between T2 and T3. Given that these rates are well below the generally accepted threshold of 30% (Allen, 2017), we inferred that the present study was not substantially impacted by systematic attrition. After excluding 12 individuals who changed employers after the initial data collection, the final sample for the study comprised 247 participants.
In our final sample of 247 respondents, the gender distribution was nearly equal, with 53.85% identifying as male. The average age of the participants was 46.38 years (SD = 11.80), and their average organizational tenure was 13.37 years (SD = 11.53). Participants reported working an average of 31.34 h per week (SD = 9.90). Regarding their educational level, 75.45% held a two-year university degree or higher, indicating a well-educated sample. Most participants (58.30%) were employed by for-profit businesses, while the remainder worked in non-profit or public sector organizations. The largest groups were employed in healthcare (23.3%) and in “other sectors” (24.1%), followed by education (11.7%), retail (10.1%) and financial services (8.9%). Additional sectors included technology (6.6%), manufacturing (6.2%), transport (4.7%), construction (1.9%) and agriculture (1.9%), with a small proportion of respondents working in tourism (0.4%).
Measures
Perceived organizational support and P–J fit were assessed at Time 1, while work engagement was measured at Time 2. The sustainable career indicators, including job satisfaction, burnout, and task performance were evaluated at Time 3. We used previously validated short scales to minimize respondent burden, which is essential for improving response rates and reducing non-response bias in longitudinal survey studies (Fisher et al., 2016).
Perceived organizational support
Participants' perceptions of organizational support were evaluated using four items taken from Eisenberger et al. (1986). Sample statements include: “1. My organization values my opinion” and “My organization shows a lot of care for me” (1 = strongly disagree, 5 = strongly agree). The scale demonstrated excellent internal consistency, with a McDonald's omega (ω) of 0.92.
P–J fit
P–J fit was assessed using a six-item scale that evaluates both D-A fit and N–S fit aspects, developed by Cable and DeRue (2002). Sample example items are: “My skills and education match the requirements of my job” (D-A fit) and “What my job has to offer me matches what I look for in a job” (N–S fit). Participants responded on a 5-point Likert scale, with options ranging from 1 (strongly disagree) to 5 (strongly agree). An overall P-J fit score was calculated because of the strong factor correlation (r = 0.76) between N–S fit and D-A fit components (cf. Chuang et al., 2016). The scale showed a good internal consistency (ω = 0.91).
Work engagement
To measure work engagement, we used the three-item version of the Utrecht Work Engagement Scale (UWES), developed by Schaufeli et al. (2019), which builds upon the original scale by Schaufeli et al. (2002). Participants indicated their agreement with statements such as “I am enthusiastic about my job” on a 5-point rating scale (1 = never, 5 = very often). The internal consistency of the measure was good (ω = 0.74).
Sustainable career indicators
Sustainable career indicators were evaluated through measures of job satisfaction, burnout and task performance. Job satisfaction was assessed using a set of five items from Brayfield and Rothe (1951). An example statement from this assessment is: “I really enjoy my work” (1 = strongly disagree, 5 = strongly agree). The scale demonstrated good reliability (ω = 0.88).
Burnout was measured using the Oldenburg Burnout Inventory (Demerouti and Bakker, 2008), which includes four items for each of the two underlying factors: exhaustion and disengagement. Sample statements included: “There are days when I feel tired before I get to work” (exhaustion) and “I sometimes feel disgusted by my work tasks” (disengagement). Participants rated these items on a four-point scale (1 = strongly disagree, 4 = strongly agree). Given the high correlation between exhaustion and disengagement (r = 0.81), a composite burnout score was computed. This complies with a critique of Schaufeli et al. (2020) who highlighted that a two-factor approach is problematic as both negatively and positively worded items are used, of which the latter is likely to tap its opposite, that is work engagement (González-Romá et al., 2006). The combined scale was reliable (ω = 0.81).
Task performance was measured using a three-item scale developed by Casimir et al. (2006), where respondents rated the frequency (1 = never, 7 = always) of various performance behaviors, such as: “I work hard,” “I do excellent work” and “I make good use of my time.” The reliability of the measure was good (ω = 0.76).
Analytic approach
Before conducting our hypotheses' testing, a series of confirmatory factor analyses (CFA) was undertaken using AMOS 28 (Arbuckle, 2022) with maximum likelihood estimation to assess the discriminant validity of the measured constructs. Model fit for the factor-analytic models was evaluated utilizing the established criteria, including the comparative fit index (CFI), standardized root mean square residual (SRMR), χ2/df (degrees of freedom) and the root mean square error of approximation (RMSEA), as recommended by Byrne (2016). Acceptable fit criteria were defined as a CFI greater than 0.90, SRMR and RMSEA values less than 0.08, and a χ2/df ratio less than 5 (Gürbüz, 2024; Hu and Bentler, 1999).
We contrasted our hypothesized model, which encompasses perceived organizational support, P–J fit, work engagement, job satisfaction, burnout and task performance, as six distinct factors, with three alternative models: a five-factor model with perceived organizational support and P–J fit merged into one factor, a three-factor model with job satisfaction, burnout and task performance merged into one factor, and a single-factor model with all scales merged into one factor. The decision to evaluate the five-factor model aimed to assess the divergent validity of the two constructs measured at T1. The selection of the three-factor model was motivated by the goal of identifying potential overlap between the sustainable career indicators measured at T3. Finally, employing the one-factor model facilitated the determination of a common component across all measured constructs. The findings from the CFA models (see Table 1) indicated that the proposed six-factor model exhibited a superior fit to the data (χ2/df = 1.88; CFI = 0.91; SRMR = 0.06; RMSEA = 0.06) in comparison to the alternative models. These results suggest that the constructs within the measurement model are empirically distinct.
Comparisons of proposed and alternative models
| Models | χ2 | Df | CFI | SRMR | RMSEA | Models | Δ χ2 | Δdf |
|---|---|---|---|---|---|---|---|---|
| 1. Proposed six-factor model (POS + PJ + WE + JS + BO + TP) | 679.23* | 361 | 0.91 | 0.06 | 0.06 | – | – | – |
| 2. Five-factor model (POS and PJ + WE + JS + BO + TP) | 1236.26* | 367 | 0.76 | 0.08 | 0.10 | 2 vs. 1 | 557.03*** | 6 |
| 3. Three-factor model (POS and PJ + WE + JS, BO, and TP) | 1511.37* | 374 | 0.68 | 0.11 | 0.12 | 3 vs. 1 | 832.14*** | 13 |
| 4. One-factor model (All items combined) | 2349.85* | 377 | 0.46 | 0.14 | 0.15 | 4 vs. 1 | 1670.85*** | 16 |
Note(s): ***p < 0.001. POS = Perceived organizational support; PJ = Person–job fit; WE = Work engagement; JS = Job satisfaction; BO = Burnout; TP = Task performance; df = degree of freedom; CFI = Comparative fit index; SRMR = Standardized root mean squared residual; RMSEA = Root mean square error of approximation
Following this, we tested our hypotheses using a regression-based conditional process modeling approach implemented through Hayes' PROCESS Macro (Version 5) in SPSS 28 (Hayes, 2022), which enables the estimation of mediation, moderation and moderated mediation models. Specifically, Hypothesis 1 was tested using Model 1 (simple moderation), Hypotheses 2a–c were tested using Model 4 (mediation) and Hypotheses 3a–c were tested using Model 7 (moderated mediation). We probed the interaction effects using the pick-a-point approach at the 16th (low), 50th (moderate) and 84th (high) percentiles of the moderator to stay within the observed data range. Recognizing that these cut-off points are ultimately arbitrary and sample-specific (Hayes, 2022), we also applied the Johnson–Neyman technique. This technique identifies regions of significance by calculating the specific values of the moderator at which the conditional effect of the predictor transitions from statistically significant and non-significant. The mediational hypotheses (Hypotheses 2a, 2b, and 2c) were assessed using PROCESS Model 4. To examine these mediation hypotheses, we utilized a bootstrapping procedure involving 10,000 re-samplings, which addresses the limitations of the causal steps approach by not assuming a normal distribution (Hayes, 2022). The significance of the indirect effect was determined by whether the 95% bootstrap confidence intervals (CI) excluded zero.
Moreover, gender and age were included as covariates in all regression paths due to their significant correlations with task performance and burnout (see Table 2 for all details). To assess the impact of these control variables on the relationships between the independent variables and dependent variables in our hypothesized model, we compared regression results with and without the control variables (Atinc et al., 2012). Our analysis revealed that including the control variables did not significantly alter the relationships between the independent variables (i.e. perceived organizational support and work engagement) and the dependent variables (i.e. job satisfaction, task performance and burnout). Therefore, in line with the recommendations of Becker et al. (2016), we report the results without the control variables to minimize potential contamination caused by their inclusion.
Means, standard deviations, inter-correlations and reliabilities
| Variables | Mean | SD | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
|---|---|---|---|---|---|---|---|---|---|
| 1. POS T1 | 3.33 | 0.77 | 0.92 | ||||||
| 2. Person–job fit T1 | 3.67 | 0.71 | 0.51** | 0.91 | |||||
| 3. Work engagement T2 | 3.72 | 0.64 | 0.29** | 0.40** | 0.74 | ||||
| 4. Job satisfaction T3 | 3.90 | 0.30 | 0.25** | 0.37** | 0.46** | 0.88 | |||
| 5. Task performance T3 | 5.20 | 0.69 | 0.06 | 0.14* | 0.34** | 0.26** | 0.77 | ||
| 6. Burnout T3 | 2.10 | 0.46 | −0.29** | −0.29** | −0.36** | −0.63** | −0.14* | 0.81 | |
| 7. Gender (0 = female) | – | – | 0.13* | −0.07 | 0.01 | −0.04 | −0.14* | 0.02 | – |
| 8. Age | 46.38 | 11.79 | 0.04 | −0.01 | 0.11 | 0.01 | 0.09 | −0.14* | −0.02 |
Note(s): *p < 0.05; **p < 0.01 (two-tailed). SD = Standard deviation; POS = Perceived organizational support. Values in italics are Omega estimates
Results
Descriptive statistics and correlations
Table 2 presents Pearson's r correlations, means, standard deviations and reliabilities for all model variables.
Hypotheses' testing
Our first hypothesis postulated that the positive relationship between perceived organizational support and work engagement would be amplified by P–J fit. As shown in Table 3, the interaction between perceived organizational support and P–J fit on work engagement was indeed significant (B = 0.13, p < 0.01). Further simple slope analyses (see Figure 2) indicated that perceived organizational support was positively related to work engagement at high (B = 0.17, p < 0.01) and moderate levels (B = 0.12, p < 0.05) of P–J fit, whereas this relationship was not significant at low levels of P-J fit (B = 0.01, p = 0.82). In other words, as P–J fit increases, the positive association between perceived organizational support and work engagement becomes stronger, while it is effectively absent when P-J fit is low. The Johnson–Neyman technique showed that the conditional effect of perceived organizational support on work engagement became statistically significant when P–J fit scores exceeded approximately 3.69. Importantly, this pattern indicates that perceived organizational support does not uniformly enhance work engagement. Rather, its effectiveness appears contingent upon the level of alignment between employees and their job. In particular, when P–J fit is low, organizational support does not translate into higher engagement, suggesting that support alone may be insufficient under conditions of misfit. Thus, these results support Hypothesis 1.
Results of regression analyses including indirect and moderating effects
| Paths and models | B | SE | 95% CI |
|---|---|---|---|
| Hypothesis 1 (PROCESS Model 1, simple moderation) | |||
| POS* P–J fit → work engagement | 0.13** | 0.05 | [0.04, 0.22] |
| Low P–J fit (16th percentile) | 0.01 | 0.04 | [−0.03, 0.08] |
| Moderate P–J fit (50th percentile) | 0.12 | 0.05 | [0.02, 0.23] |
| High P–J fit (84th percentile) | 0.17** | 0.06 | [0.05, 0.29] |
| Hypothesis 2a (PROCESS Model 4, mediation) | |||
| Indirect effect (a.b): POS → Work engagement → Job satisfaction | 0.10 | 0.02 | [0.05, 0.15] |
| Hypothesis 2b (PROCESS Model 4, mediation) | |||
| Indirect effect (a.b): POS → Work engagement → Burnout | −0.05 | 0.01 | [−0.08, −0.02] |
| Hypothesis 2c (PROCESS Model 4, mediation) | |||
| Indirect effect (a.b): POS → Work engagement → Task performance | 0.09 | 0.03 | [0.04, 0.14] |
| Hypotheses 3a, b, and c (PROCESS Model 7, moderated mediation) | |||
| Index of moderated mediation (POS* P–J fit → work engagement → Job satisfaction) | 0.06 | 0.03 | [0.01, 0.11] |
| Low P–J fit (16th percentile) | 0.01 | 0.03 | [−0.06, 0.06] |
| Moderate P–J fit (50th percentile) | 0.05 | 0.02 | [0.01, 0.10] |
| High P–J fit (84th percentile) | 0.07 | 0.02 | [0.03, 0.13] |
| Index of moderated mediation (POS* P–J fit → work engagement → Burnout) | 0.03 | 0.01 | [−0.05, −0.01] |
| Low P–J fit (16th percentile) | −0.01 | 0.02 | [−0.04, 0.03] |
| Moderate P–J fit (50th percentile) | −0.03 | 0.01 | [−0.05, −0.01] |
| High P–J fit (84th percentile) | −0.04 | 0.01 | [−0.07, −0.01] |
| Index of moderated mediation (POS* P–J fit → work engagement → Task performance) | 0.05 | 0.02 | [0.01, 0.10] |
| Low P–J fit (16th percentile) | 0.01 | 0.03 | [−0.05, 0.06] |
| Moderate P–J fit (50th percentile) | 0.05 | 0.02 | [0.01, 0.09] |
| High P–J fit (84th percentile) | 0.06 | 0.03 | [0.02, 0.11] |
Note(s): *p < 0.05; **p < 0.01; ***p < 0.001. B = Unstandardized regression coefficient. CI = Lower-level and higher-level confidence interval. SE = Standard error. SD = Standard deviation. POS = Perceived organizational support. P–J fit = Person–job fit
The horizontal axis is labeled “Perceived organizational support”, with category labels “Low”, “Medium”, and “High”. The vertical axis is labeled “Work engagement” and ranges from 3.4 to 4.1 in increments of 0.1 units. Three lines represent different levels of “P–J fit”, shown in the legend at the right as “High”, “Moderate”, and “Low”. The “High” group is shown with a dash-dot line, the “Moderate” group with a solid line, and the “Low” group with a dashed line. The “High” P–J fit line begins near work-engagement value 3.74 at low organizational support, increases steadily through medium support, and reaches 4.10 at high support. This line remains highest across all support levels. The “Moderate” P–J fit line begins near 3.64 at low support, rises steadily across the graph, and reaches 3.94 at high support. It remains below the high-fit line but above the low-fit line throughout. The “Low” P–J fit line remains nearly flat across all support levels. It begins near 3.46 at low support and increases only slightly to 3.48 at high support. Note: All numerical values are approximated.Plot for the interaction between perceived organizational support and P–J fit on work engagement
The horizontal axis is labeled “Perceived organizational support”, with category labels “Low”, “Medium”, and “High”. The vertical axis is labeled “Work engagement” and ranges from 3.4 to 4.1 in increments of 0.1 units. Three lines represent different levels of “P–J fit”, shown in the legend at the right as “High”, “Moderate”, and “Low”. The “High” group is shown with a dash-dot line, the “Moderate” group with a solid line, and the “Low” group with a dashed line. The “High” P–J fit line begins near work-engagement value 3.74 at low organizational support, increases steadily through medium support, and reaches 4.10 at high support. This line remains highest across all support levels. The “Moderate” P–J fit line begins near 3.64 at low support, rises steadily across the graph, and reaches 3.94 at high support. It remains below the high-fit line but above the low-fit line throughout. The “Low” P–J fit line remains nearly flat across all support levels. It begins near 3.46 at low support and increases only slightly to 3.48 at high support. Note: All numerical values are approximated.Plot for the interaction between perceived organizational support and P–J fit on work engagement
Hypothesis 2 posited that perceived organizational support would positively relate to job satisfaction (2a), negatively relate to burnout (2b) and positively relate to task performance (2c), through work engagement over time. Expectedly, perceived organizational support significantly predicted work engagement (B = 0.23, p < 0.001). As regards the outcomes dealing with the first indicator of career sustainability, work engagement positively predicted job satisfaction (B = 0.43, p < 0.001). Moreover, and crucially, the bootstrap estimates in Table 3 revealed that employees who perceived higher levels of organizational support were more likely to experience job satisfaction over time because they felt heightened work engagement in their work activities (Indirect effect = 0.10, 95% CI [0.05, 0.15]).
Regarding the second indicator of sustainable career, as anticipated, more engaged employees reported decreased burnout (B = −0.22, p < 0.001). In addition, the results of the bootstrap estimates revealed a significant indirect relationship between perceived organizational support and burnout through work engagement (Indirect effect = −0.05, 95% CI [−0.08, −0.02]). These findings suggest that when employees experienced higher levels of support from their organizations, they were more likely to report decreased burnout, as their work engagement was enhanced.
For task performance, we found that engaged employees reported enhanced task performance (B = 0.38, p < 0.001). Furthermore, the results showed that perceived organizational support indirectly and positively predicted task performance, through work engagement (Indirect effect = 0.09, 95% CI [0.04, 0.14]). This suggests that employees who perceived higher levels of organizational support performed better, as they experienced more work engagement. Therefore, these results provide full support for Hypothesis 2 with our data.
Finally, our moderated mediation hypotheses proposed that the indirect relationships between perceived organizational support and the three indicators of sustainable careers [i.e. job satisfaction (Hypothesis 3a), burnout (Hypothesis 3b) and task performance (Hypothesis 3c)], through work engagement over time, are moderated by P–J fit. The results of the 95th percentile bootstrap confidence interval indicated that the moderated mediation indexes (MMI) were significant for the indirect association of perceived organizational support with job satisfaction (MMI = 0.06, 95% CI [0.01, 0.11]), burnout (MMI = −0.03, 95% CI [−0.05, −0.01]) and task performance (MMI = 0.05, 95% CI [0.01, 0.10]), through work engagement. Conditional indirect effect bootstrap results showed that the positive indirect effect was significantly stronger for individuals with high P–J fit (B = 0.07, 95% CI [0.03, 0.13]) and moderate P–J fit (β = 0.05, 95% CI [0.01, 0.10]). In contrast, the indirect effects were not significant for those with low P–J fit (β = 0.01, 95% CI [−0.06, 0.06]). A similar trend was observed for burnout and task performance, with significantly stronger indirect effects for individuals with high and moderate P–J fit, but non-significant indirect effect for those with low P–J fit (see the lower section of Table 3 for the results). These results support our final set of hypotheses (i.e.Hypotheses 3a, 3b, and 3c). Taken together, all results are depicted in Figure 3, which is based on the proposed conceptual model.
The diagram presents a structural path model with oval nodes connected by directional arrows and labeled coefficients. On the left side, an oval labeled “P O S subscript T 1” represents perceived organizational support at time 1. A horizontal arrow extends from this oval to a central oval labeled “Work engagement subscript T 2”, with the path coefficient “0.23” displayed above the arrow. Above the central path is an oval labeled “Person-job fit subscript T 1”. A vertical arrow extends downward from this oval to the path between P O S and work engagement. The coefficient “0.13” is shown beside the vertical arrow. To the right side is a large vertical rectangular box titled “Sustainable career indicators”. Inside the box are three vertically arranged ovals labeled “Job satisfaction subscript T 3”, “Burnout subscript T 3”, and “Task performance subscript T 3”. Three arrows extend from the work-engagement oval to the three sustainable-career indicators. The upward diagonal arrow to job satisfaction is labeled “0.43”. The horizontal arrow to burnout is labeled “negative 0.22”. The downward diagonal arrow to task performance is labeled “0.38”. Two additional direct paths originate from the P O S oval. One upper horizontal path extends directly to the job-satisfaction oval with coefficient “0.11”. Another lower horizontal path extends to the burnout area with coefficient “negative 0.12”, ending at an upward arrow pointing toward the burnout oval.Summary of estimates for the conceptual model of perceived organizational support and sustainable career indicators. Note. POS = Perceived organizational support; T = Time; only significant unstandardized beta estimates are shown for simplicity
The diagram presents a structural path model with oval nodes connected by directional arrows and labeled coefficients. On the left side, an oval labeled “P O S subscript T 1” represents perceived organizational support at time 1. A horizontal arrow extends from this oval to a central oval labeled “Work engagement subscript T 2”, with the path coefficient “0.23” displayed above the arrow. Above the central path is an oval labeled “Person-job fit subscript T 1”. A vertical arrow extends downward from this oval to the path between P O S and work engagement. The coefficient “0.13” is shown beside the vertical arrow. To the right side is a large vertical rectangular box titled “Sustainable career indicators”. Inside the box are three vertically arranged ovals labeled “Job satisfaction subscript T 3”, “Burnout subscript T 3”, and “Task performance subscript T 3”. Three arrows extend from the work-engagement oval to the three sustainable-career indicators. The upward diagonal arrow to job satisfaction is labeled “0.43”. The horizontal arrow to burnout is labeled “negative 0.22”. The downward diagonal arrow to task performance is labeled “0.38”. Two additional direct paths originate from the P O S oval. One upper horizontal path extends directly to the job-satisfaction oval with coefficient “0.11”. Another lower horizontal path extends to the burnout area with coefficient “negative 0.12”, ending at an upward arrow pointing toward the burnout oval.Summary of estimates for the conceptual model of perceived organizational support and sustainable career indicators. Note. POS = Perceived organizational support; T = Time; only significant unstandardized beta estimates are shown for simplicity
Discussion
The present two-year study with a three-wave time-lagged design aimed to integrate an interactionist perspective (Endler and Magnusson, 1976; Lewin, 1935) with a sustainable career framework lens (De Vos et al., 2020) to examine how contextual and personal factors jointly shape career sustainability over time. Building on the COR theory, particularly the notion of resource gain spirals (Hobfoll, 2001; Hobfoll et al., 2018), our findings suggest that perceived organizational support contributes to sustainable career outcomes through work engagement, while this process is contingent upon P–J fit. More specifically, perceived organizational support appears to foster higher levels of job satisfaction and task performance and lower levels of burnout through increased engagement over time, highlighting its role as a key contextual resource in promoting career sustainability (Fugate et al., 2021). At the same time, these effects are not uniform. P-J fit strengthens the positive indirect relationships with job satisfaction and task performance and reduces the relationship with burnout, indicating that the effectiveness of organizational support depends on the extent to which employees experience alignment with their job. Note that although the interaction effect was modest, such effects are common in field studies. The results indicate that perceived organizational support translates into higher engagement only at moderate to high levels of fit, but not at low levels. From a practical perspective, this implies that organizational support alone may not be sufficient; its effectiveness depends on the degree to which employees are well aligned with their job roles.
Theoretical implications
This study makes several unique contributions to the scholarly literature in this field that distinguish it from previous research. First, by focusing on perceived organizational support as an antecedent of career sustainability and incorporating P–J fit as a potential moderator, our study responds to calls in the literature to integrate the notion of fit within the domain of sustainable careers (Greenhaus et al., 2024). Building on Clarke and Patrickson (2008) plea for adopting an interactionist perspective (Endler and Magnusson, 1976; Lewin, 1935), we developed a sustainable career enhancement model that considers both contextual (i.e. perceived organizational support) and personal (i.e. P–J fit) factors in predicting career sustainability. This approach directly addresses previous calls for a deeper exploration of the interaction between person and context, aiming to prevent fragmentation in the scholarly work within this field (De Vos and Van der Heijden, 2017). Moreover, by incorporating the dimension of time of the sustainable career framework and integrating all three dimensions (i.e. person, context and time), our study advances our understanding of how sustainable careers are cultivated through the dynamic interplay between individual and contextual factors (Donald et al., 2024; Talluri et al., 2025).
Second, to the best of our knowledge, this study is the first to investigate the link between perceived organizational support and multiple indicators of career sustainability, let alone over time. By examining the added value of employer investments in employee development adopting a sustainable career perspective (De Vos et al., 2020), we emphasize the importance of a multiple-stakeholder, systemic approach (cf. Colakoglu et al., 2006). This approach acknowledges that career sustainability is heavily dependent on the employer–employee relationship and its mutually beneficial outcomes (Fugate et al., 2021). Our systemic perspective allows for a more comprehensive analysis of how employer investments impact workers' happiness, health and productivity (Van der Heijden, 2005), herewith enriching the discourse on the long-term benefits of organizational support for career sustainability.
Third, this study employed a three-wave, time-lagged design to test our hypothesized moderated mediation model, thereby contributing to the literature by enhancing our understanding of developmental patterns (Laberge and Ledoux, 2011) and specific mechanisms (Zapf et al., 1996), as recommended by Van der Heijden et al. (2020) and Greenhaus et al. (2024). This methodological approach allows us to shed more light on the complex nature of careers and the mechanisms underlying the linkage between perceived organizational support and individual career-related outcomes. By employing this rigorous design, we provide stronger evidence for the relationships, and underlying mechanisms, between the variables under study, offering a more detailed understanding of how sustainable career outcomes are achieved over time.
From our empirical work, we conclude that perceived organizational support plays an important role in employees' career sustainability, given its predictive value for job satisfaction, burnout and task performance. Its positive effects operate through multiple pathways, with work engagement acting as a key mediator and P–J fit shaping how effectively organizational support is translated into engagement.
Importantly, the association between perceived organizational support and work engagement is not universal, but conditional. Specifically, perceived organizational support relates to work engagement, yet only at moderate to high levels of P–J fit, whereas this relationship is absent under conditions of low fit. The absence of a significant relationship at low levels of P–J fit suggests that organizational support does not “go a long way” in all circumstances. Rather than indicating that resources are “wasted,” this pattern shows that their effectiveness depends on employees' capacity to utilize them. From the COR perspective, employees are more likely to benefit from available resources when they are able to effectively mobilize them (Hobfoll et al., 2018). When P–J fit is low, employees are more likely to direct available resources toward preventing further resource loss associated with misalignment, rather than investing those resources in work engagement.
In contrast, higher levels of fit enable organizational support to be more effectively converted into personal energetic resources, thereby fostering work engagement. This interpretation shifts the focus from the availability of organizational resources to their effective utilization. From a sustainable career perspective, our findings suggest that contextual resources such as perceived organizational support do not automatically lead to sustainable career outcomes. Instead, their impact depends on the extent to which individuals are able to mobilize and convert these resources over time (De Vos et al., 2020; Van der Heijden and De Vos, 2015). In this sense, P–J fit functions not merely as an additional predictor, but as an enabling condition that determines whether resource gain processes can unfold. By highlighting this conditional and process-oriented mechanism, our study extends the sustainable career framework (De Vos et al., 2020) by showing that the interplay between person and context is not simply additive but determines how resources are translated into long-term career outcomes. Thus, sustainable careers are shaped not only by the presence of resources, but by individuals' ability to utilize them effectively.
All in all, the findings of our study support the resource caravan passageways principle of COR theory (Hobfoll et al., 2018), which states that People's resources exist in ecological conditions that either foster and nurture or limit and block resource creation and sustenance (p. 106). Apparently, only when organizational stakeholders, in co-creation with their staff, explicitly align their supportive practices with what their individual employees value and need in their current job context, these stakeholders manage to protect and further enhance their career sustainability.
Strengths and limitations of our study
This study has several strengths. First, it integrates an interactionist perspective with the process model of sustainable careers, offering a comprehensive view of how contextual and personal factors jointly shape career outcomes. Second, the three-wave design enables the examination of temporal associations, providing more robust insights than cross-sectional approaches, although a full panel design would further strengthen conclusions about developmental patterns. Finally, by examining perceived organizational support alongside the moderating role of P–J fit across multiple career indicators, our study offers valuable insights into the dynamics of career sustainability.
Several limitations inherent in our study warrant careful consideration and suggest areas for future research. First, all variables in our study were measured through self-report questionnaires, which may introduce the potential for common-method bias (Podsakoff et al., 2024). Participants may have provided responses that align with social expectations or perceived desirability, potentially influencing the results (Gürbüz et al., 2026b). However, several aspects of the research design help mitigate this risk. Specifically, we employed a three-wave time-lagged design, introducing temporal separation between the predictor, mediator and outcome variables. Furthermore, CFAs indicated that the hypothesized six-factor model provided a better fit than alternative models, supporting the empirical distinctiveness of the constructs. Although these steps reduce the likelihood of substantial bias, they do not fully eliminate it.
A related concern pertains to the use of self-reported task performance. Although self-reports are appropriate for capturing subjective experiences such as job satisfaction and burnout, performance ratings may be more susceptible to social desirability and response biases, as employees may evaluate their own performance more favorably. At the same time, prior research suggests that self-reported performance captures meaningful aspects of individuals' perceived functioning, even if it does not fully align with external evaluations (Heidemeier and Moser, 2009). Future research should therefore incorporate multi-source or objective performance indicators, such as supervisor ratings or archival performance data, and adopt multi-method approaches to assess sustainable career indicators more comprehensively. For example, objective indicators such as salary progression, periods of (un)employment or sickness absence could provide a more robust and nuanced understanding of career sustainability.
Second, despite the use of a time-lagged design, our study cannot definitively establish causality among the model variables. We did not control for prior effects, which limits our ability to infer causal relationships between perceived organizational support, work engagement and the three distinguished sustainable career indicators. Future research employing a full panel design or field experiments could provide more clarity on the causal ordering and dynamics of our model variables, thus enhancing our understanding of how perceived organizational support impacts career sustainability over time.
Third, our study focused solely on perceived organizational support and P–J fit, which represent only a subset of the broader range of personal and contextual factors influencing career sustainability. Previous works already suggested that other personal dimensions, such as proactive career shaping, experiencing meaning in one's career, career competencies and adaptability, as well as various contextual factors, including work group dynamics, organizational policies, occupational labor market factors (De Vos et al., 2020) and the employee's private life context (Greenhaus and Kossek, 2014), can impact career outcomes through distinct mechanisms.
Future studies should explore the possible impact of these factors, integrating both personal and contextual ones, to provide a more comprehensive understanding of how they interact with perceived organizational support and P–J fit to influence career sustainability. We believe that adopting such an integrative approach is essential because it incorporates multiple levels of influential factors, extending beyond individual aspects. Adopting such a broader, systemic perspective differentiates the Sustainable Career process model (De Vos et al., 2020; Van der Heijden et al., 2020) from other contemporary models, such as the protean career (Hall, 2002).
Fourth, although our sample was randomly drawn from a representative Dutch Statistics database, it was limited to the Dutch context only. Given the influence of national culture on career choices and outcomes (Smale et al., 2019), the applicability of our results to other cultural and organizational settings remains uncertain. Moreover, the conceptualizations and operationalizations of perceived organizational support and P–J fit were developed within Western contexts characterized by individualism, independence and competition. In contrast, many non-Western nations emphasize collectivism, group interests over individual goals, and acceptance of authority. As a result, meta-analytic studies have shown that these constructs have a more pronounced impact on individual outcomes in collectivist societies (e.g. Chiaburu et al., 2015). Therefore, future research should explore these dynamics in diverse cultural and organizational environments to enhance our insights into the external validity of our findings, and better understand how contextual factors influence career sustainability across different settings.
Practical implications
The findings of this study offer several practical insights for organizations and society seeking to enhance employees' career sustainability. First, organizations should cultivate supportive work environments by valuing employees' contributions, supporting their performance and career development and demonstrating genuine concern for their well-being (Eisenberger et al., 1986). This includes aligning organizational goals with employees' values, providing development opportunities, recognizing achievements and offering constructive feedback. Importantly, support should be individualized, addressing diverse employee needs through both material and non-material forms, such as feedback, empathy and appreciation (Canboy et al., 2023).
Second, our results highlight that providing organizational support alone may not be sufficient; its effectiveness depends on the extent to which employees experience alignment with their job. Organizations should therefore not only invest in supportive practices but also actively monitor and enhance P–J fit (Cable and DeRue, 2002; Kristof-Brown et al., 2005). For HR practitioners, this implies placing greater emphasis on assessing both demands–abilities and needs–supplies fit during recruitment and selection, as well as regularly evaluating employees' perceived fit and engagement through surveys or performance conversations. Organizations can operationalize this by systematically tracking employees' perceived fit and engagement through surveys or performance metrics, enabling early identification of misalignment and timely intervention.
Third, when employees exhibit low P-J fit but high potential, the appropriate response is not to reduce support, but to redesign how it is delivered. Interventions such as job redesign, role adjustment or internal mobility can improve alignment between employees' capabilities and job demands (Parker and Liao, 2016; Tims et al., 2013). In addition, targeted development opportunities, mentoring and career coaching can help employees better match their roles.
Fourth, as work engagement functions as a key mechanism linking organizational support to sustainable career outcomes, organizations should ensure a balance between job demands and resources. Providing adequate support, flexible work arrangements and access to well-being initiatives, such as wellness programs or mental health support, can help employees remain engaged and sustain their careers over time (Schaufeli and Bakker, 2023).
Fifth, employees themselves play an active role in shaping their career sustainability. By seeking feedback, developing relevant skills and engaging in job crafting (Akkermans and Tims, 2017) and playful work design (Scharp et al., 2023) to improve alignment with their roles, individuals can enhance their ability to benefit from organizational support. This highlights that sustainable careers are co-created through the joint efforts of organizations and individuals.
Finally, beyond organizational implications, our findings also carry broader societal relevance. In the context of increasingly dynamic and uncertain labor markets, fostering sustainable careers is not only an organizational concern but also a societal priority (De Vos and Van der Heijden, 2017). Our results suggest that aligning individuals with suitable job roles is essential for ensuring that organizational support translates into meaningful and lasting career outcomes. This highlights the importance of effective job matching processes and career guidance systems at the labor market level (Fugate et al., 2021). From a policy perspective, this underscores the need for initiatives that promote lifelong learning, skill development and career adaptability, as well as efforts to enhance employability and mobility, thereby supporting more sustainable employment trajectories (Forrier et al., 2018).
Conclusion
This study advances our understanding of career sustainability by integrating interactionist and sustainable career perspectives (De Vos et al., 2020) with the COR theory (Hobfoll et al., 2018). Work engagement serves as a key mechanism through which organizational support contributes to sustainable career outcomes, while P–J fit determines whether these resources can be effectively utilized. Therefore, organizations aiming to enhance the sustainable career outcomes of their employees should focus on cultivating supportive work environments and ensuring a good fit between employees' characteristics, needs, preferences and expertise, on the one hand, and their job roles, on the other hand. We hope our study inspires scholars to further investigate how various personal and contextual factors influence sustainable career indicators.
Informed consent
Informed consent was obtained from all individual participants included in the study.
