Minimizing the experience of career inaction: the roles of organizational developmental HRM and visionary leadership via employee thriving at work

Purpose Career inaction—when employees fail to pursue desired career changes—has become an increasingly important concern in today’s dynamic work environment. While prior research has highlighted its negative consequences, little is known about factors that can help mitigate it. Drawing on career inaction theory, this study explores how contextual factors—specifically, developmental human resource management (DHRM) and visionary leadership—are associated with lower levels of perceived career inaction via employees’ thriving at work. Design/methodology/approach This study used a three-wave survey conducted with 354 employees from a logistics company in northern China. The hypotheses were tested using a series of hierarchical linear regressions. Findings The results show that DHRM promotes thriving at work, which is associated with lower perceived career inaction. Moreover, visionary leadership strengthens the positive relationship between DHRM and thriving, thereby enhancing the potential for employees to experience lower levels of career inaction. Originality/value By identifying organizational and leadership factors associated with lower levels of perceived career inaction through thriving at work, this study broadens the scope of career inaction research, addressing a critical gap in the literature and extending career inaction theory. Additionally, it provides nuanced insights into the effects of DHRM and its boundary conditions.