Organizational Support of Career Development and Job Satisfaction: A Case Study of the Nevada Operations Office of the Department of Energy

Abstract

As a result of widespread downsizing and an aging workforce in the federal government, career development and succession planning are rapidly becoming key strategic planning elements for effective human capital strategies to enhance government performance and accountability. This study explores the relationships between performance appraisal fairness, skill utilization, supervisors’ support of career development, participation in formal career development programs, and job satisfaction in the Department of Energy at Nevada. The results of multiple regression analysis showed that performance-appraisal fairness, skill utilization, and supervisors’ support of career development are positively associated with high levels of job satisfaction of public sector professionals. The article presents a number of suggestions for practice.