Abstract
This study examined how career self-reliance moderates the relationship between human resource development and employees’ organizational and job engagement, using data collected on 637 full-time employees. The results show the following. First, human resource development had a positive and significant impact on both job and organizational engagement. Second, the moderating effect of career self-reliance was observed only between human resource development and job engagement. The finding suggests that for employees with a high sense of career self-reliance, the additional effect of human resource development may be reflected in their attitudes toward their jobs, not toward organization they belong to. Based on the findings, theoretical and practical contributions were discussed.
