Attracting and retaining talent has been one of the most critical elements for business success. As organizations have different cultures within themselves, the organizational career culture communicates the organizational beliefs and practices valued for career success through organizational signals about career priorities. Using a scenario-based study, we explore individual preferences regarding four career cultures built on two dimensions of career signals: assimilation versus differentiation and intrinsic versus extrinsic rewards. We choose group beliefs, desirability of control, competitiveness, and protean career orientation as important traits because they clearly relate to the career signals and fit nicely in the organization’s career cultures. We found that individuals with high group beliefs perceived significantly higher person-organization fit and attraction, and marginally significantly higher career culture fit in cultures with high assimilation and intrinsic rewards. Individuals high in the desirability of control perceived higher career culture fit in Prestige career cultures (high in both assimilation and extrinsic rewards). High competitive individuals perceived higher career culture fit in cultures high in extrinsic rewards. Lastly, individuals high in protean career orientation had no perceived preferences regarding the two dimensions. The findings are important for both companies and individuals. Companies can create a unique culture that communicates the critical organizational processes and strategic outcomes to gain a competitive advantage while improving the general organizational culture with motivated employees with a favorable view of the organization. The present research provides an essential foundation for the future, offering critical insights and motivating future investigations to enrich the literature on organizational career culture and personality research.

This thesis was focused on culture and climate of selected public universities in the Czech Republic in the form stated in strategic materials. The goal was to analyse and compare key aspects of strategic materials of selected universities that influence their culture and climate. Selected strategic materials included vision, mission, values, long-term intent of the university and educational faculty, annual activity report and code of ethics. The sample consisted of eight universities whose part was an educational faculty. The method of quantitative content analysis was selected for the analysis of the documents. There were six priority areas identified through the analysis of the documents of the Ministry of Education and key words related to these priority areas. The analysis of university documents showed that organizational culture and climate are not much explicitly covered in their strategic documents, the most frequently emerging feature of organizational culture were values, therefore mainly aspects determining culture and climate were tracked. The main focus of university strategic documents were the following three areas: quality, international aspect and research. Although universities shared a common ground stated by the Ministry of Education there was considerable diversity among...