Learning to last: empathy and culture in career sustainability

What the paper says

Purpose This study aims to examine how meaningful group culture (MGC) fosters empathy and contributes to career sustainability across diverse workplace learning contexts. Set in Kazakhstan – a context of rapid socioeconomic transformation – it explores how cultural and relational dynamics influence sustainable human resource management (HRM), with gender and age as moderating factors. Design/methodology/approach Data were collected from 392 working adults in Kazakhstan using a survey-based methodology. Participants were recruited via convenience sampling to capture diversity in demographics, occupations and locations. The study employed validated measures, including the multidimensional MGC scale, the Perth Empathy Scale and the career sustainability scale. Structural equation modeling in R-Studio was used to assess relationships between MGC, empathy and career sustainability. Findings The results indicate that MGC significantly enhances empathy, with organizational support and collaborative cultures emerging as key factors. Pro-diversity culture positively influences cognitive empathy, while gender and age shape these effects. MGC also strengthens career sustainability by fostering adaptability, resilience and professional growth. Younger employees benefit more from career flexibility, while older employees leverage accumulated resources. Empathy further supports career sustainability by improving interpersonal communication and strategic career planning, with women showing stronger benefits due to higher emotional intelligence. Originality/value This study integrates insights from empathy theory, sustainable HRM and workplace learning to offer a holistic framework for understanding career sustainability. It contributes novel empirical evidence from an underexplored national context and underscores the strategic value of empathetic, inclusive group cultures in organizational development.