Chapter 1

INTRODUCTION

In the contemporary work landscape, characterized by rapid change and uncertainty, the

notion of a career has emerged as a vital framework for understanding professional development

(Hirschi & Koen, 2021). As well as (Marco et al., 2019) stated that today’s fast-paced work

environment, especially in academia, employees must be flexible and proactive in managing

their careers. Such employees strive to attain benefits and satisfaction according to their own

standards, rather than relying upon their employer to derive such outcomes (Haenggli et al.,

2021). Thus, for an organization to thrive, it is essential that employees are both engaged and

performing at their best, (Abdulaziz, 2024).

A Protean Career is a flexible/dynamic career chosen by the individual, where the concept of

a protean career is characterized by self-direction and alignment with personal values and beliefs,

has gained prominence (Sultana & Malik, 2019). Additionally, (Kale, 2020) explained that a

protean career can be understood as a whole-of-life lens on career development, where people set

and progress their work and life goals according to their own intrinsic values. Individuals with

highly protean careers are guided by their values (values-driven) and assume independent

responsibilities for their vocational behavior (self-directed) (Sunaryo et al., 2023). Similarly,

(Mustafa et al., 2019) defines that the protean career is comprised of three essential dimensions,

namely self-directed; values-driven or intrinsic work values and career satisfaction. In addition,

self-direction is defined by the extent to which the individual realizes that he has the ability to

pursue career progression, the focus is on the individual, and not on the organization (Hasan &

Altaee, 2020). Additionally, self-directed employees are competent and motivated to learn to
adapt to changes in organizations and the labor market (Fryczyńska & Pleśniak, 2024). On the

other hand, the values-driven may be described as just how far internal values facilitate standards

and the benchmarks to measure the direction taken in a particular career (Ingarianti et al., 2023).

Furthermore, Career satisfaction is the positive psychological or career-related outcomes and

accomplishments that result from one's work experience (Mathawan et al., 2021). Moreover,

these elements are not only shaped by the workplace but their role in driving an employee’s

career (Isaac et al., 2023). Although, protean career is a values-driven, self-directed and career

satisfaction whose individuals seek greater independence in their work, despite its increasing

prevalence, the ways in which a protean career might develop over time outside of a traditional

organizational setting is under research (Iqbal, 2023).

According to (Fu et al., 2022), Job engagement refers to the high degree of physical, and

psychological involvement of individuals in activities, which means the degree to which a person

identifies with their work psychologically, and the degree to which they attach importance to

themselves. In addition, (Johnson, 2020) stated that job engagement can benefit organizations

and so it is worth investing efforts in human resource practices that support the chosen strategy

and fundamental values to develop a competitive workforce. Whereas (Pan et al., 2022) interpret

Job engagement as a positive, fulfilling state of mind about work, which is characterized by

physical engagement, emotional engagement, and cognitive engagement. Moreover, physical

engagement fosters the employees’ willingness to exert full effort, resulting in added value to the

organization (ERESIA-EKE et al., 2023). While (Kuok & Taormina, 2019) noted that emotional

engagement is based on the idea of emotional labor at work which is the process of

regulating one’s feelings at work. In addition, (Huang & Chang, 2022) study defines cognitive

engagement as a level of focus, concentration, engrossment, and the focused intensity for a job.

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Understanding these elements is crucial for organizations looking to improve their performance

and foster a more productive and innovative workforce (Özçınar et al., 2024). However, the

majority of the existing literature has addressed job engagement as one block, rather than in its

three dimensions (Alhozi et al., 2021).

(Y. Li, 2019) found a research gap that exists in the study of the relationship between

protean career and job engagement in higher education and explain that there is a lack of clarity

on how self-directed career management affects employees' sustained engagement in their roles.

This study aims to examine the relationship between protean career and work engagement of

employees in Higher Education Institutions. Therefore, the result of this study will be used to

craft intervention program pertaining to the protean career and job engagement of employees in

the benefit of higher education institutions.

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STATEMENT OF THE PROBLEM

This research aims to examine the relationship between protean career and job engagement

among employees in higher education institutions. Specifically, the study seeks to address the

following questions:

1. What is the extent of protean career of employees in terms of Self- Directed Career,

Values-driven, Career Satisfaction in higher education institutions when they are taken

collectively and grouped according to:

1.1 Length of service;

1.2 Employment Status;

1.3 Job Position

2. What is the extent of job engagement of employees in terms of Physical Engagement,

Emotional Engagement, Cognitive Engagement in higher education institutions when they are

taken collectively and grouped according to:

2.1 Length of service;

2.2 Employment Status;

2.3 Job Position

3. Is there any significant difference in the extent of protean career in terms of Self-

Directed Career, Values-driven, Career Satisfaction of employees in higher

education institutions when they are grouped according to aforementioned demographic profile?

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 4. Is there any significant difference in the extent of job engagement of employees in

terms of Physical Engagement, Emotional Engagement, Cognitive Engagement of

employees in higher education institutions when they are grouped according to

aforementioned demographic profile?

5. Is there a significant relationship between the extent of protean career and job

engagement of employees in higher education institutions?

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HYPOTHESES

Based on the inferential problems the researchers hypothesized the following:

1. There is no any significant difference in the extent of protean career in terms `of Self-

Directed Career, Values-driven, Career Satisfaction of employees in higher education

institutions when they are grouped according to aforementioned demographic profile?

2. There is no any significant difference in the extent of job engagement of employees in

terms of Physical Engagement, Emotional Engagement, Cognitive Engagement of

employees in higher education institutions when they are grouped according to

aforementioned demographic profile?

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THEORETICAL FRAMEWORK

In this study, the protean career will be anchored from Career Constructivist Theory to

examine how individuals actively shape their career paths through personal experiences and

social interactions. Whereas, for job engagement we will incorporate Personal Engagement

Theory, which emphasizes the importance of emotional and cognitive involvement in one's

work, to better understand the factors that drive motivation and satisfaction in career

development. Together, these theories will provide a comprehensive framework for analyzing

the dynamics of career choices and personal fulfillment.

(Baruch, 2004) described the protean career as: a contract with oneself, rather than with the

organization, as individuals take responsibility for transforming their career path, in taking

responsibility for their career. Moreover, the protean paths have been described as involving

greater mobility, an integrated and holistic perspective on life, as well as developmental progress

(Sultana & Malik, 2019). According to (Briscoe & Hall, 2006) there are three protean-career

relevant dimensions namely self-directed career, values-driven predispositions, and career

satisfaction.

In this context, (Savickas, 2005) Career construction theory asserts that individual career

development is a self-directed, values-driven process where people create unique narratives to

align their identities with the external world, ultimately enhancing career satisfaction. According

to (Hou, 2017) Career Construction Theory seeks to explain the interpersonal process in which

individuals construct the self, establish the direction of career behavior, and assign meaning to

careers, providing a unique perspective on how to view the subject of protean career. In addition,

protean career in career constructivist theory suggests that career constructs need to be flexible

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and that career clients need to be adaptable given the constantly changing nature of the world of

work (Watson, 2013).

On the other hand, the theory that supports the job engagement is the Personal

Engagement Theory. According to, (Kahn, 1990) employee job engagement, is the harnessing of

organizational members themselves to their work roles; in engagement, people employ and

express themselves physically, cognitively, and emotionally during role performances.

Moreover, job engagement (JE) refers to the level of enthusiasm and involvement that specific

employees have in their job (Nyanga, 2023).

According to Khan’s Personal Engagement theory, (Huang & Chang, 2022) job engagement

denotes the degree to which a person shows self-preference in job tasks to promote connections

between self and job, which can increase role performance through cognitive, emotional, and

physical self-investment. As well as, job engagement is a positive and complete emotional and

cognitive state related to work, associated with the characteristics of persistence and dispersion

(Wang & Li, 2024). Therefore, job engagement refers to one’s active allocation of personal

resources and energies in performing his/her job (Eldor, 2016).

CONCEPTUAL FRAMEWORK

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 Employees with a
protean career mindset
Protean Career
will, to a greater extent,
 Self – directed
pursue meaningful and
career
Employees of Higher personalized goal.
 Values- driven
Education Institution  Career Satisfaction
Job engagement will
improve to a significant
 Length of
extent, leading to
service
enhanced focus and
 Employment
productivity.
status
 Job position As a result, the extent of
Job Engagement emotional engagement
 Physical
will grow, driven by
intrinsic motivation
 Emotional
linked to both protean
 Cognitive career development and
job satisfaction.

Propose Intervention Program

Protean career and Job engagement of employees in

Figure 1: Schematic Diagram

The schematic diagram illustrates the relationships between Employees in Higher

Education Institutions, their Protean Career, Job Engagement, and the resulting outcomes.

To begin with, the left section of the diagram highlights the demographic profile

of Employees in Higher Education Institutions, focusing on three main variables: Length of

Service, Employment Status, and Job Position. These factors play a crucial role in shaping

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the protean career styles and job engagement of the employees. Furthermore, moving to the top-

right section, the diagram outlines different dimensions of Protean Career. It categorizes Self-

Directed Career, Values-Driven and Career Satisfaction. Moreover, the bottom-right section

delves into the dimensions of Job Engagement. It includes Physical Engagement, Emotional

Engagement, and Cognitive Engagement. These elements collectively determine the overall

result of the Employees in Higher Education Institutions.

As a result, the diagram further elaborates that Employees who effectively apply Protean

Career dimensions will work toward meaningful and personalized goals, enhance cognitive

engagement by aligning employees' personal values with their work, enhance job

engagement by improving focus and productivity. Consequently, this leads to successful

Employees exhibiting greater emotional engagement, driven by intrinsic motivation for

personal and professional development.

In summary, the schematic diagram integrates the demographic profile of Employees in

Higher Education Institutions, their protean career, and job engagement. It concludes that

effective management results in productive employees and a successful working environment,

and it proposes an intervention program to empower employees to enhance their protean career

and job engagement.

SCOPE AND LIMITATION

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 This study focuses on identifying the extent of Protean Career and Job Engagement among

Academic and Non- academic employees working at Higher Education Institutions at Sagay city.

The researchers will conduct the study within a time-frame of (4) months from August to

December 2024, inline with the first semester of academic year 2024.

Several limitations will be inherent in this study. First, the research is restricted to one higher

education institution, limiting the generalizability of the results to other universities or sectors.

Second, the study will rely on self-reported data, which may introduce biases such as social

desirability or response bias. Additionally, while the study will explore the role of demographic

variables, it will not deeply investigate the influence of organizational culture or external

economic factors, which could also impact work engagement.

Finally, the study will not include a detailed examination of the role of specific managerial

practices in the organization that might moderate the relationship between protean career and job

engagement.

SIGNIFICANCE OF THE STUDY

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 The result of this study will be beneficial to the following:

Employee’s: This study of protean career and job engagement will be beneficial to

employees by providing them better job approaches, and better understanding to optimize their

job engagement. As well as will help the employees to find practical solution on how to

improve their career pathways.

Higher Educational Institution: Research on protean career and job engagement is crucial for

HEI's to oversee the employees well-being, to monitor the employee’s performance associated

in their protean career and job engagement, this study will also allow HEI's to understand the

behaviors of their employees by examining the extent of protean career and their job

engagement

Researcher: Researchers participating in this study may benefit by improving their research

skills and gaining a deeper understanding of employees' protean career and job engagement. This

research can contribute to their career development and enable them to develop a broader

understanding of the dynamics within this industry.

Future Researcher: The results of this study may serve as a valuable resource to inspire and

motivate future researchers to explore related topics and variables not covered in the current

study. This could encourage further research into the complexities of employees' protean career

and job engagement, thereby contributing to the advancement of knowledge in this area.

DEFINITION OF TERMS

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The following terms are conceptually and operationally defined:

Cognitive Engagement

Conceptually, cognitive engagement refers to the mental effort and investment individuals

apply when interacting with learning materials or tasks. It encompasses the depth of processing,

critical thinking, and active participation in learning activities, influencing motivation and

academic achievement (Zhao, 2020).

Operationally, cognitive engagement can be assessed using self-report surveys that measure

students' perceptions of their involvement and interest in learning tasks, as well as performance

metrics such as the quality of work produced.

Emotional Engagement

Conceptually, emotional engagement refers to the extent of an individual's emotional

involvement and connection to a particular activity, task, or context. It encompasses feelings of

enthusiasm, passion, and interest, influencing motivation, persistence, and overall well-being

(Michael, 2019)

Operationally, emotional engagement can be assessed using self-report questionnaires that

measure participants' emotional responses to activities, such as the Emotional Engagement Scale

(EES), which evaluates feelings of enjoyment, enthusiasm, and connection.

Employee

Conceptually, employee is an individual who works for an employer in exchange for

compensation.

Operationally, employee performance is defined as a personnel's work behavior associated

with any tasks in a way to getting things done (Kesehatan 2019).

Higher Education Institution (HEI)

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 Conceptually, Higher Education Institution (HEI) is an organization that provides post-

secondary education leading to recognized academic degrees or professional certifications.

Operationally, Higher Education Institution (HEI) provide their graduates with skills that go

beyond disciplinary knowledge in order for them to perform well in the workplace, (Refugia,

2021).

Job Engagement

Conceptually, job engagement refers to the psychological state in which employees are fully

absorbed in their work, characterized by vigor, dedication, and absorption. It reflects a positive

work-related state of mind that enhances productivity, motivation, and overall job satisfaction

(Sonnentag et al., 2021).

Operationally, job engagement can be measured using self-report instruments, such as the

Utrecht Work Engagement Scale (UWES), which assesses employees' levels of vigor,

dedication, and absorption in their work.

Job Satisfaction

Conceptually, job satisfaction is related to productivity, motivation, work performance, and

life satisfaction (Abuhashesh et al., 2019).

Operationally, job satisfaction is a measure of how content an employee feels about their

work. It's not just about liking the job, but about feeling fulfilled and positive about various

aspects of the work experience.

Physical Engagement

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 Conceptually, physical engagement refers to the level of active participation and

involvement individuals demonstrate in physical activities. This concept encompasses not only

the intensity and duration of physical exertion but also the emotional and cognitive commitment

to the activity, influencing overall health and well-being (Meyer et al., 2022).

Operationally, physical engagement can be measured using self-report questionnaires that

assess frequency, intensity, and enjoyment of physical activities.

Protean Career

Conceptually, protean career is another concept among the evolving nature of employment

in contemporary work environments (Salman, 2023).

Operationally, protean career refers to the extent to which an individual actively manages

their career path in a self-directed and values-driven manner, prioritizing personal fulfillment and

growth over traditional organizational structures and external expectations.

Self-Directed

Conceptually, self-direction means “making one's own decisions” and managing one's own

work (Dictionary, 2020).

Operationally, self-directed refers to an individual's ability to take initiative and control over

their own actions, decisions, and learning, without relying heavily on external guidance or

direction.

Values-Driven

Conceptually, values-driven individuals were more likely to be proactive, engrossed in

learning, and open to new experiences, but their association with social capital was not

statistically significant (C. S. Li et al., 2022).

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 Operationally, values-driven refers to an individual's actions and decisions being guided by

their personal values, beliefs, and principles.

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