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Introduction
Organizations are highly concerned with formulating strategies to achieve and sustain competitive advantage. It is hard to sustain the advantage without improving firm's ability through increasing response rate and availability of wide range of products to face customer demands ([68] Zhang et al. , 2006). However, the amount of human capital employees possess also plays a positive role on the ability of a firm. The combinations of employee's knowledge, skills, capabilities, commitment, know-how and ideas and health, create human capital in any kind of organizations ([59] Snell and Bohlander, 2007; [65] Ulrich et al. , 1999; [6] Becker, 1962). Employees, who invest more on their human capital, receive managerial advancements, increase their performance and increase chances to be highly rewarded ([66] Wayne et al. , 1999). Organizations are not in a position to own this human capital since it is embedded with employees. Therefore, employees are completely responsible to increase or decrease the amount of investment on their human capital ([52] Roos et al. , 1997). According to [33] Judge and Bretz (1994), employees possessing high human capital, i.e. having longer tenure and higher rank, achieve career outcomes since they are professional experts in their job and have firm-specific experiences. Specifically, higher rank employees frequently involve in career management activities in their organizations more than others ([49] Noe, 1996; [24] Gould and Penley, 1984). However, studies also claimed that age is negatively related to career management process ([69] Campion et al. , 1994; [49] Noe, 1996; [15] Cleveland and Shore, 1992), but at the same time, age has a direct and significant relationship with career success ([34] Judge et al. , 1995; [3] Aryee and Debrah, 1993). Furthermore, [43] Marler (1998) explained that career management practices are implemented in the organizations to develop problem-solving skills that enhance human capital. Supporting this notion, [39] Lepak and Snell (1999) also quoted that career management process supports employees to improve their idiosyncratic knowledge and as a result, human capital development takes place within the organization. Research studies have also reported that engaging in the career management process is positively related to employees' developmental behavior and willingness to participate in the activities of attending courses, performing high profile projects and reading journals (e.g. [49] Noe, 1996; [9]...