AbstractUnderstanding the dynamics of Career Advancement and Work Performance in the textile industry is crucial for addressing evolving workforce needs. This study analyzes cross-sectional data from 968 managers in Jiangsu province, China, to examine how career advancement impacts work performance through mediating factors such as work-family practices and recognition. Key findings reveal that career advancement enhances work performance, with Achievement Recognition and Work-Family Practices serving as significant mediators. Gender moderates both the direct and indirect effects, indicating disparities in how males and females benefit from career advancement opportunities. Notably, females gain less from organizational politics compared to males, highlighting critical equity issues. These results underscore the importance of integrating family-supportive practices and equitable recognition systems into organizational strategies, offering actionable insights for improving performance and gender inclusivity in the textile sector.
IntroductionThe career paths of managers in the textile industry are shaped by a complex interplay of career advancement, work-life balance, recognition, and performance metrics. This topic is particularly crucial in labor-intensive industries like textile manufacturing, especially in Jiangsu province, China, where the sector plays a pivotal role in economic development and employment. As the textile industry evolves through automation, digitalization, and increased globalization, understanding the factors driving managerial career trajectories is essential for fostering resilience and competitiveness in this high-pressure environment (Chen et al., 2024).Existing research highlights the importance of career advancement for enhancing work performance and organizational success (Xu et al., 2023). However, career progression is not solely determined by individual efforts. Mediating factors, such as work-family practices and recognition, significantly influence the relationship between career advancement and performance outcomes (Bellerose et al., 2022; Carmeli et al., 2007). For instance, supportive work-family policies reduce stress and enhance job satisfaction, boosting productivity (Abramo et al., 2015). Recognition mechanisms, whether formal (promotions, awards) or informal (peer acknowledgment), reinforce employees’ efforts, inspiring improved performance (Li et al., 2024).Gender dynamics further complicate this landscape. In Jiangsu’s cultural context, traditional gender norms shape how men and women engage with career advancement and work-family practices. Women often face additional challenges, such as societal expectations to prioritize family, which may limit their career opportunities (Das & Jha, 2024). Men, on the other hand, may experience stigma for adopting flexible work policies, which can influence their professional recognition and advancement (Lu et al., 2016).Despite these insights, several critical gaps remain. Limited research exists on how specific work-family practices affect managerial career trajectories at different organizational levels. The role of informal recognition in career advancement and performance metrics is underexplored, and the moderating role of gender in these processes demands further investigation. Understanding these nuances is vital for addressing disparities and promoting equitable, high-performing workplaces in the textile sector.This study addresses these gaps by examining how work-family practices and recognition mediate the relationship between Career Advancement and Work Performance among managers in Jiangsu’s textile industry. Additionally, it explores how gender moderates these relationships, providing novel insights into the intersection of organizational dynamics and societal norms. By shedding light on these factors, this research contributes to the broader discourse on managerial performance and equity in rapidly evolving industries.Research philosophy and theoretical frameworkThis study adopts a pragmatic research philosophy, emphasizing the interplay between empirical evidence and actionable insights. Pragmatism prioritizes the discovery of truths grounded in data, focusing on how theoretical models can be applied to real-world contexts. This approach is well-suited to exploring the complex dynamics between career advancement, performance, and mediating factors within the textile industry of Jiangsu province, China. By using this philosophy, the study aims to provide an evidence-based understanding of how organizational practices influence career trajectories and performance outcomes.The textile industry in Jiangsu province: context and generalizabilityThe textile industry serves as an ideal context for examining career advancement and its impact on performance due to its unique combination of labor intensity, rapid technological transformation, and globalization-driven pressures (Li et al., 2020). Jiangsu province, as one of China’s leading textile hubs, provides a rich empirical setting for exploring these dynamics (Li et al., 2024). The region is characterized by significant economic contributions from its textile sector, which drives both employment and export revenues, and a competitive labor market shaped by the influx of foreign investment and evolving organizational demands.This context offers two key advantages for the study. First, Jiangsu’s textile industry exemplifies industries undergoing rapid modernization, with challenges such as digitalization, automation, and increasing competition from global markets (Ahmed et al., 2023). The findings from this setting are particularly relevant to other regions and industries facing similar transformations, allowing for theoretical generalizability. Second, Jiangsu’s cultural context, deeply influenced by traditional Confucian values, provides a unique lens for examining how cultural norms intersect with organizational practices to influence career trajectories (Xu et al., 2023). These insights contribute to a more nuanced understanding of career advancement processes, which can be extended to other industries with strong cultural or societal influences.While the study focuses on Jiangsu’s textile industry, its implications extend beyond this specific context. The interaction of career advancement, recognition, work-family practices, and gender dynamics is not unique to the textile sector. Instead, it represents broader organizational challenges faced by industries experiencing competitive pressures, technological disruptions, and cultural complexities. Therefore, the findings offer valuable lessons for practitioners and policymakers seeking to foster equitable and high-performing workplaces in diverse settings.Career Advancement and Work PerformanceCareer advancement has traditionally been linked to enhanced work performance, with existing literature highlighting education, skill development, and networking as key drivers of professional growth (Carmeli et al., 2007; Leung, 2004). Employees who achieve career advancement often experience increased motivation, heightened responsibility, and improved access to organizational resources, all of which contribute to better work performance (Xiaoyi et al., 2023). However, while this relationship is widely acknowledged (Johnsen et al., 2023), it remains underexplored in industry-specific contexts, particularly in labor-intensive and culturally nuanced environments such as the textile sector in Jiangsu (Gbolarumi et al., 2021).Hypothesis H1 posits that career advancement (X) has a significant positive effect on work performance (Y). This hypothesis is grounded in the theoretical assertion that higher career status enhances an individual’s capacity to influence organizational outcomes, leading to improved performance metrics.The mediating role of achievement recognitionRecognition plays a pivotal role in shaping employees’ professional experiences and their subsequent work performance (da Silva et al., 2021). Formal recognition, such as promotions or awards, provides tangible validation of an employee’s contributions, while informal recognition, such as peer acknowledgment, reinforces their value within the organization (Yang & Chen, 2020). Both forms of recognition amplify the positive outcomes of career advancement, as they enhance employees’ motivation and commitment (Chauhan et al., 2022).Hypothesis H2 states that achievement recognition (M1) has a significant positive effect on work performance (Y). Building on this, Hypothesis H4 posits that achievement recognition (M1) mediates the relationship between career advancement (X) and work performance (Y). These hypotheses are supported by research indicating that recognition serves as a feedback loop, where career advancement is reinforced by acknowledgment of performance, creating a cycle of continued growth and success.The mediating role of work-family practicesWork-family practices, such as flexible working arrangements and parental leave, have emerged as crucial factors in modern workplaces (Yang et al., 2023). These practices enable employees to balance professional and personal responsibilities, reducing stress and enhancing overall job satisfaction (Su et al., 2024). In industries like textiles, where long hours and high demands are common, supportive work-family policies can significantly improve work performance by fostering a healthier work environment t(Abudaqa et al., 2023).Hypothesis H3 posits that work-family practices (M2) have a significant positive effect on work performance (Y). Furthermore, Hypothesis H5 suggests that work-family practices (M2) mediate the relationship between career advancement (X) and work performance (Y). This mediation effect underscores the importance of implementing organizational policies that alleviate work-life conflicts, thereby enabling employees to engage in their professional roles fully. Expanding on this, Hypothesis H6 argues that work-family practices (M2) and achievement recognition (M1) jointly mediate the relationship between Career Advancement and Work Performance, illustrating how these factors interact to drive employee outcomes.The moderating role of genderGender dynamics profoundly influence the relationships between career advancement, mediating factors, and work performance. In traditional cultural contexts like Jiangsu, men and women often experience different opportunities and challenges in their professional trajectories (Peltokorpi et al., 2024). Women may derive greater benefits from work-family practices due to their disproportionate responsibilities in managing domestic duties (Zhao et al., 2024). Still, they may also face societal biases that limit their access to recognition and career advancement (Wang et al., 2020). Conversely, men who utilize work-family policies may encounter stigma, potentially affecting their performance outcomes.Hypothesis H7 posits that the effect of achievement recognition (M1) on work performance (Y) is moderated by gender (W), reflecting the differential impacts of recognition across genders. Similarly, Hypothesis H8 suggests that the indirect effect of career advancement (X) on work performance (Y) through achievement recognition (M1) and work-family practices (M2) is moderated by gender (W). These hypotheses highlight the critical need for organizations to adopt inclusive policies that address gender biases, ensuring equitable access to career advancement and its associated benefits.Theoretical contribution and research gap summaryCareer advancement has long been recognized as a cornerstone of professional and organizational success. Yet, its dynamics remain insufficiently understood in contexts where rapid technological and cultural shifts intersect with organizational practices. Existing theoretical models often emphasize individual factors, such as skill acquisition and networking, while underexplored the role of organizational supports and cultural mediators. This study addresses these gaps by focusing on the textile industry in Jiangsu province, a sector characterized by labor intensity, economic significance, and cultural complexity (Salamzadeh et al., 2022).One critical gap in the literature lies in the limited attention given to the interplay between career advancement, work-family practices, and recognition within industry-specific contexts. While prior research has underscored the importance of organizational support in fostering job satisfaction and mitigating work-family conflict (Anand & Vohra, 2020), the textile sector presents unique challenges due to its demanding nature and globalized structure. By integrating work-family practices as mediators, this study enhances the understanding of how organizations can create environments that balance professional and personal responsibilities, thereby driving work performance.Moreover, recognition—both formal and informal—has often been treated as an ancillary factor in career advancement models. However, recognition is integral to sustaining employee engagement and fostering long-term commitment, particularly in industries facing high competition and turnover rates (Salamzadeh et al., 2014). This study elevates recognition to a central role, demonstrating its mediating effects on the relationship between career advancement and performance. By doing so, it contributes to emerging conversations on how organizations can leverage acknowledgment systems to enhance employee productivity and well-being.Gender remains a significant moderating factor that has not been adequately integrated into traditional career advancement frameworks. Jiangsu’s cultural context, shaped by traditional norms and evolving workplace dynamics, provides a unique lens to examine how gender influences access to opportunities and organizational support systems. This study’s inclusion of gender as a moderator enriches theoretical models, offering actionable insights into fostering equity in professional growth and organizational policies.The global implications of the findings further underscore the necessity of this research. While rooted in Jiangsu’s textile industry, the study’s insights extend to other regions and sectors experiencing technological advancements and organizational restructuring. For instance, the adoption of Blue Ocean strategies in the fashion and textiles business highlights the need for innovative approaches to workforce development and managerial adaptability (Dana & Salamzadeh, 2023). Similarly, the role of training, development, and employee engagement as critical drivers of work performance across industries emphasizes the relevance of this study’s findings to broader organizational contexts (Hosen et al., 2024).In summary, this study advances the theoretical discourse on career advancement by addressing critical gaps in existing models. It integrates mediators such as work-family practices and recognition, positions gender as a significant moderator, and situates these dynamics within a culturally and economically significant case study. By bridging theoretical constructs with practical implications, the research provides a comprehensive framework for understanding and improving career advancement processes in diverse and evolving workplaces.The full research model with the hypotheses is displayed in Fig. 1.Fig. 1Conceptual model with hypotheses.Full size imageMethodsResearch design and data collection processThis study adopted a cross-sectional survey design to examine the relationships between career advancement, achievement recognition, work-family practices, and work performance among managers in the textile industry in Jiangsu province, China. A cross-sectional design was chosen to capture a snapshot of these complex relationships at a specific point in time, enabling the identification of key trends and interactions within the industry. The approach provided a logical and consistent framework for integrating data collection, measurement, and analysis processes, ensuring alignment with the research objectives.The data collection was conducted entirely online to ensure accessibility and participation across diverse work settings within the textile sector. The survey was hosted on Qualtrics, a widely trusted and secure platform known for its robust data encryption and compliance with ethical research standards. Participants were recruited through targeted advertisements, posts on popular Chinese social networks (WeChat, Weibo, and LinkedIn), and direct invitations to industry contacts and professional groups. Recruitment strategies were tailored to reach managers actively working in Jiangsu’s textile industry, enhancing the study’s relevance to its research questions. The survey remained open for four weeks, allowing participants to complete it at their convenience using any internet-enabled device. To minimize potential bias, the survey questions were designed with clear and neutral wording, and participants were assured of their anonymity and confidentiality. Measures were also implemented to detect and exclude incomplete or duplicate responses, ensuring data quality.The study protocol adhered to the ethical principles outlined in the Declaration of Helsinki and its subsequent updates. It was reviewed and approved by the [Anonymized for review] University Ethical Committee (Approval Number: 5644-04-998, date of approval: 23 March 2024). Informed consent was obtained from all participants before they began the survey. Participants were informed about the purpose of the study, the voluntary nature of their participation, and their right to withdraw at any time without consequence. Confidentiality and data protection were emphasized, with assurances that all data would be anonymized and stored securely. Measures were taken to ensure that no personally identifiable information was collected, and data was encrypted during transmission and storage to protect participants’ privacy.ParticipantsThe study sample consisted of 968 managers from the textile industry in Jiangsu province, China. The gender distribution showed that 37.5% of the participants were female (n = 363), while 62.5% were male (n = 605), indicating a higher representation of males in this workforce.Regarding age, the largest proportion of participants fell within the 36 to 45-year age group, accounting for 39.1% of the sample (n = 372). This was followed by the 46 to 55-year age group, which comprised 33.8% (n = 322). Participants aged 26 to 35 years made up 20.9% of the sample (n = 199), and those aged 56 to 65 years constituted the smallest group, representing 6.2% (n = 59). Sixteen cases had missing data for age, but the overall valid percentage for age distribution was 98.3%.In terms of employment tenure within the organization, 30.6% of participants had been employed for 0 to 5 years (n = 293), while 25.2% had a tenure of 16 to 20 years (n = 241). Those employed for 6 to 10 years made up 16.1% (n = 154), followed by 12.2% who had been with the organization for 11 to 15 years (n = 117). A smaller proportion of participants reported working for 21 to 30 years (9.8%, n = 94), and 6.2% had been employed for more than 30 years (n = 59). Regarding tenure within their specific department, section, or workgroup, nearly half of the participants (49.0%, n = 468) reported being in their current group for 0 to 5 years. This was followed by 19.6% who had been in the same department for 6 to 10 years (n = 187) and 12.6% for 11 to 15 years (n = 120). A smaller proportion had a tenure of 16 to 20 years in their current group (11.9%, n = 114), with 4.5% reporting 21 to 30 years (n = 43) and 2.4% with more than 30 years (n = 23) in the same department.In terms of academic qualifications, 44.1% of the participants held a master’s degree (n = 417), making it the most common qualification. This was followed by 28.1% who had a college degree (n = 266) and 15.5% with technical education (n = 147). A smaller proportion had completed senior high school (8.9%, n = 84), and 2.2% had only completed junior high school (n = 21). The smallest group, 1.2% (n = 11), held a PhD. Twenty-two cases needed data regarding educational qualifications.Overall, the sample is diverse in terms of age, tenure, and educational background, with a notable representation of males and a predominance of participants with higher academic qualifications.MeasuresCareer Advancement was assessed using a modified version of the Career Growth Scale (CGS), originally developed by Weng and Xi (2011). The CGS is widely used to evaluate various aspects of employee career development, including career goals, career abilities, promotion opportunities, and salary increases. While the CGS has been extensively applied in various settings, it has been specifically used to study Chinese nurses in the study by Liu et al. (2015), which confirmed its validity and reliability in this context. The original CGS consists of 15 items, each rated on a 5-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree), and is divided into four subdimensions: “career goal,” “career capacity,” “promotion speed,” and “salary increase.” For this study, a shortened version of the CGS was employed, consisting of six items—two from each of the three most relevant subdimensions. The two items with the highest factor loadings in the original study were selected from each dimension. This approach allowed for a focused assessment of career advancement while maintaining the scale’s integrity. The mean total score for the six items was calculated, with higher scores indicating a higher level of perceived career advancement.Achievement Recognition was conceptualized as the acknowledgment of an individual’s contributions within the organization, encompassing three key dimensions: influence, skill utilization, and approval. The assessment of this variable followed the proposal of Bjarnason (2009). It was assessed with two items focused on influence at work: “My opinions count at work” and “I am asked for my opinion on things that relate to my work.” Two items directly measured skill utilization: “I have opportunities at work to do what I do best” and “My knowledge and talents are used well in my work.” Finally, two items focused on approval: “In the past weeks, I have received praise for a job well done,” and “My supervisor, or someone at work, encourages my development.” All items were rated on a five-point Likert scale, ranging from 1 (strongly disagree) to 7 (strongly agree), allowing participants to express the extent to which they felt recognized and valued within their organization.Work-family practices. This variable was assessed following proposal and her instrument, benefit availability, and use. The practices were assessed by asking participants about their utilization of various organizational policies designed to support work-life balance. Specifically, employees were asked whether the textile firm had offered them each policy. Examples of these policies include “Flexible working hours,” “Telecommuting options,” and “On-site childcare services.” Participants were asked to indicate their level of agreement with the statements using a seven-point Likert-type scale ranging from 1 (Never) to 7 (Very often).Work performance in this study was measured using the scale developed by Methot et al. (2016), which includes five items designed to assess how well employees fulfill their job roles and responsibilities. The scale has demonstrated good reliability, with a Cronbach’s alpha of 0.84. Participants were asked to rate their agreement with each statement on a seven-point Likert scale, ranging from 1 (Strongly Disagree) to 7 (Strongly Agree). The items assess whether employees adequately complete their assigned duties, fulfill the responsibilities specified in their job descriptions, perform tasks that are expected of them, meet the formal performance requirements of their job, and engage in activities that directly affect their performance evaluations. Higher scores on the scale indicate better perceived work performance.For Achievement Recognition, we aggregated the six items (covering influence, skill utilization, and approval) into a single composite variable, where higher values reflected stronger perceptions of being acknowledged and valued by the organization. Similarly, we averaged the Work-Family Practices items to generate a composite score capturing the extent to which employees utilized supportive organizational policies, ranging from flexible work arrangements to childcare services. Using these composite scores allowed us to treat the mediators as continuous variables in subsequent statistical analyses, facilitating the exploration of both direct and moderated mediation effects.Analytic strategyThe data analysis for this study was conducted in two main stages using IBM SPSS Statistics software. Initially, descriptive statistics and Pearson’s correlation coefficients were computed to provide an overview of the sample characteristics and the relationships between the key study variables: Career Advancement, Achievement Recognition, Work-Family Practices, and Work Performance. This preliminary analysis included calculating the means, standard deviations, and Pearson’s correlations to examine the bivariate relationships between these variables, offering initial insights into their associations.To test the proposed hypotheses, the study employed Model 91 of the PROCESS macro for SPSS, a moderated mediation framework designed to analyze complex relationships involving direct, indirect, and moderated effects. This model was selected because it aligns with the study’s aim to explore the direct effect of Career Advancement on Work Performance, the mediating roles of Achievement Recognition and Work-Family Practices, and the moderating role of Gender, all within a single, coherent analytical structure. Unlike simpler mediation or moderation techniques—or even more comprehensive methods like structural equation modeling—PROCESS Model 91 offers a streamlined approach to estimating conditional indirect effects while keeping data handling and interpretation straightforward.The theoretical rationale for choosing this model rests on the need to capture the intertwined influence of multiple mediators and a moderator on the same set of dependent variables. The study posited that both Achievement Recognition and Work-Family Practices would mediate the relationship between Career Advancement and Work Performance and that Gender would moderate these mediation pathways. Model 91 facilitates a precise estimation of these conditional indirect effects and allows for robust comparisons across different levels of the moderator (i.e., male vs. female employees). This was particularly relevant for investigating how gender norms intersect with recognition and work-family support to influence work performance.The analysis proceeded in several stages. First, the direct effect of Career Advancement on Work Performance was tested. Next, the mediating roles of Achievement Recognition and Work-Family Practices were examined. Finally, the moderated mediation effect was assessed by determining whether the indirect paths differed by Gender. To ensure rigorous inference, the study employed a bootstrapping procedure (5000 bootstrap samples) for estimating the indirect effects and their corresponding 95% confidence intervals. Bootstrapping is advantageous because it does not assume a normal sampling distribution of the indirect effects, offering more reliable estimates in moderation and mediation analyses. An indirect effect was deemed significant if its bias-corrected 95% confidence interval excluded zero, and the same criterion was applied to conditional indirect effects, permitting a comprehensive evaluation of moderated mediation processes. In sum, PROCESS Model 91 was chosen because it aligns closely with both the theoretical framing and empirical needs of this research, facilitating simultaneous tests of multiple mediators under a moderating variable. This approach ensures a nuanced understanding of how Career Advancement translates into improved Work Performance via Achievement Recognition and Work-Family Practices, as well as how Gender dynamics may alter or amplify these pathways.ResultsDescriptive statistics and Pearson’s correlationThe mean scores indicate that participants generally reported moderate to high levels of Career Advancement, Achievement Recognition, Work-Family Practices, and Work Performance. The standard deviations suggest a reasonable variability in responses across the sample, indicating diverse experiences among participants in terms of career progression, recognition at work, balancing work and family, and overall work performance.Pearson’s correlation coefficients were computed to examine the bivariate relationships between the variables, as Table 1 shows. Career Advancement showed a significant positive correlation with all other variables, including Achievement Recognition, Work-Family Practices, and Work Performance. This suggests that individuals who perceive greater career advancement also tend to report higher levels of achievement recognition, better work-family practices, and improved work performance.Table 1 Descriptive statistics and Pearson’s correlations.Full size tableSimilarly, Achievement Recognition was significantly and positively correlated with Work-Family Practices and Work Performance, indicating that higher levels of recognition are associated with better practices in balancing work and family, as well as enhanced work performance. Furthermore, Work-Family Practices were positively correlated with Work Performance, suggesting that supportive work-family practices contribute to better performance at work.Hypotheses testingDirect effectsHypothesis 1 (H1) proposed that Career Advancement would significantly improve Work Performance. The results supported this hypothesis, indicating that Career Advancement significantly predicted Work Performance. This suggests that individuals who perceive greater career advancement tend to exhibit higher levels of work performance, as Table 2 shows.Table 2 Regression results for the direct effects on work performance.Full size tableHypothesis 2 (H2) proposed that Achievement Recognition would have a significant positive effect on Work Performance. This hypothesis was also supported, as Achievement Recognition was found to be a significant predictor of Work Performance, implying that recognition at work enhances employees’ performance.Hypothesis 3 (H3) suggested that family-based Work Practices would significantly improve Work Performance. The results supported this hypothesis, showing that better family-based Work Practices are associated with improved Work Performance.Mediation effectsHypothesis 4 (H4) posited that Achievement Recognition would mediate the relationship between Career Advancement and Work Performance. The results confirmed this hypothesis, indicating that Career Advancement significantly influenced Work Performance through its effect on Achievement Recognition.Hypothesis 5 (H5) proposed that Work-Family Practices would mediate the relationship between Career Advancement and Work Performance. The analysis supported this hypothesis, demonstrating that Career Advancement also indirectly affected Work Performance through Work-Family Practices, as Table 3 shows.Table 3 Mediation effects of career advancement on work performance through Achievement Recognition and Work-Family Practices.Full size tableHypothesis 6 (H6) suggested that Work-Family Practices and Achievement Recognition would mediate the relationship between Career Advancement and Work Performance. The findings supported this hypothesis, showing that Work-Family Practices and Achievement Recognition partially mediate the effect of Career Advancement on Work Performance.Moderation effectsHypothesis 7 (H7) posited that the effect of Achievement Recognition on Work Performance would be moderated by Gender. The results indicated a significant interaction between Achievement Recognition and Gender, suggesting that the relationship between Achievement Recognition and Work Performance differs by gender. Specifically, the effect of Achievement Recognition on Work Performance was significant for males but not for females, as Table 4 shows.Table 4 Regression results for work-family practices.Full size tableFigure 2 presents a scatter plot depicting the conditional effects of Achievement Recognition on Work-Family Practices, with Gender as the moderating variable, as Table 5 shows. The plot illustrates that the relationship between Achievement Recognition and Work-Family Practices varies significantly between males and females.Fig. 2Scatter plot of the conditional effects of achievement recognition on work-family practices by gender.Full size imageTable 5 Conditional effects of achievement recognition on work-family practices by gender.Full size tableFor males, represented by the red line, there is a positive and clear linear relationship between Achievement Recognition and Work-Family Practices. As Achievement Recognition increases, Work-Family Practices also tend to improve, indicating that higher recognition at work is associated with better balancing of work and family roles for males.In contrast, the relationship for females, represented by the blue line, appears to be weaker and less consistent. The plot suggests that for females, changes in Achievement Recognition have little to no impact on Work-Family Practices. This disparity suggests that Gender moderates the effect of Achievement Recognition on Work-Family Practices, with the effect being more pronounced for males than for females.Overall, Fig. 2 highlights the differing impacts of Achievement Recognition on Work-Family Practices depending on Gender, reinforcing the importance of considering gender differences in workplace practices and recognition programs.Hypothesis 8 (H8) proposed that the indirect effect of Career Advancement on Work Performance through Achievement Recognition and Work-Family Practices would be moderated by Gender. The results supported this hypothesis, revealing that the conditional indirect effect was significant for males but not for females, as Table 6 shows. This suggests that the mediating role of Work-Family Practices in the relationship between Achievement Recognition and Work Performance is more pronounced for males. The indirect effects show how Career Advancement influences Work Performance through the mediating variables, and the index of moderated mediation reflects the difference between the indirect effects for males and females.Table 6 Direct and indirect effects of career advancement on work performance.Full size tableEffect sizes and practical significanceThe results reveal statistically significant relationships across all tested hypotheses, as indicated by the p-values being below the conventional threshold of 0.05. While statistical significance provides evidence for rejecting the null hypothesis, it is equally important to discuss the practical significance of these findings to understand their real-world implications better.For the direct effects, the unstandardized regression coefficients offer insights into the magnitude of these relationships. Career advancement showed a substantial positive effect on work performance, with a coefficient of 0.2764, meaning that for every one-unit increase in career advancement, work performance improved by approximately 0.28 units. Similarly, Achievement Recognition and Work-Family Practices demonstrated significant positive effects on Work Performance, with coefficients of 0.2163 and 0.1511, respectively. Among the predictors, Achievement Recognition had a stronger practical impact than Work-Family Practices. The confidence intervals for these coefficients, such as the interval ranging from 0.2332 to 0.3197 for Career Advancement, confirm the robustness of the results, as none include zero. These findings suggest that Career Advancement, as well as its associated factors, meaningfully enhances Work Performance, underscoring the value of organizational practices that prioritize career development and employee recognition.The mediation analyses provide further evidence of the practical importance of these results. For instance, the indirect effect of Career Advancement on Work Performance through Achievement Recognition was 0.0774, accounting for approximately 28% of the total effect of Career Advancement on Work Performance. This finding highlights the importance of recognizing employee achievements as a key mechanism that amplifies the benefits of career advancement. Similarly, Work-Family Practices mediated this relationship with an effect size of 0.0288. Although smaller than the mediation effect of Achievement Recognition, it is still significant and highlights the importance of creating supportive organizational policies that help employees balance professional and personal responsibilities.The moderation analysis showed that gender significantly influenced the relationship between Achievement Recognition and Work Performance. The interaction term, with a coefficient of 0.2790, indicates that the effect of Achievement Recognition differs substantially between males and females. For males, the relationship was both significant and positive, with a coefficient of 0.2677, while for females, the relationship was negligible and non-significant, with a coefficient of −0.0113. This disparity highlights that gender-sensitive recognition practices are essential, as the same interventions may have varying impacts across different groups. The moderated mediation analysis provides additional insights, revealing that the indirect effects of Career Advancement on Work Performance through mediating variables were more pronounced for males than for females. For males, the indirect effect was 0.0145, while for females, it was effectively null. The index of moderated mediation, at 0.0151, further confirms the statistical significance of these differences.These findings are both statistically and practically meaningful. The strong positive relationship between Career Advancement and Work Performance, with a coefficient of 0.28, underscores the importance of providing clear opportunities for career growth within organizations. Similarly, the significant influence of Achievement Recognition on Work Performance highlights the importance of implementing both formal and informal systems to acknowledge employee contributions. While the mediation effect of Work-Family Practices is smaller, it remains significant, emphasizing the need for supportive organizational policies to help employees manage work-life balance. The gender disparities observed in the moderation analysis suggest that organizations should adopt tailored strategies that account for the different challenges faced by men and women in achieving recognition and balancing work and family responsibilities.Figure 3 represents the full model with the unstandardized regression coefficients.Fig. 3Full model of the present study.Full size imageDiscussionThis study explored the relationships between career advancement, achievement recognition, work-family practices, and work performance in Jiangsu’s textile industry, revealing both expected and nuanced findings. The results align with and extend the existing literature while offering implications for theory, practice, and future research.The study confirmed the significant positive effect of career advancement on work performance (H1), which resonates with earlier findings in various sectors (Curado et al., 2023; Martin et al., 2023). Prior studies have shown that career advancement motivates employees by fostering a sense of achievement and providing opportunities for skill development and autonomy (Parween, 2024; Syamilah et al., 2024). Our findings reinforce this understanding while contextualizing it within the labor-intensive and competitive textile sector (Al-Haidan et al., 2022). Unlike some research suggesting that career advancement may have limited effects in environments dominated by non-physical work factors (Syahrul, 2024), this study highlights its robust influence in industries where progression is closely tied to measurable performance outcomes.Similarly, achievement recognition was found to positively impact work performance (H2), echoing studies emphasizing its role in enhancing motivation and job satisfaction (Jayalath, 2024; Rafiq et al., 2023). Recognition fosters a sense of value and belonging, translating into higher productivity (Olugboyega et al., 2024). However, the context-dependency of this relationship, noted by Ajayi (2019), was observed in this study’s moderated results. While recognition was more impactful for males, females appeared to face structural and cultural barriers that diminished their effectiveness, aligning with research on gender-specific challenges in the workplace (Babatope et al., 2023). The positive relationship between work-family practices and work performance (H3) affirms the growing consensus on the importance of work-life balance (Guo et al., 2024; Samsudin et al., 2024). Employees with access to supportive family-oriented policies tend to experience reduced stress and higher engagement. Nonetheless, some literature suggests that excessive focus on work-life balance could unintentionally lower productivity (Murcahyanto et al., 2022). These divergent findings highlight the importance of tailoring work-family policies to organizational and cultural contexts to maximize their effectiveness (Lee & Ding, 2023).The mediating roles of achievement recognition (H4) and work-family practices (H5) provide a nuanced understanding of how career advancement influences performance. Achievement recognition amplifies the benefits of career advancement by reinforcing employee motivation and commitment, consistent with prior studies. Similarly, work-family practices mitigate the stress often associated with career progression, enabling employees to focus on their roles. This dual mediation underscores the value of holistic organizational strategies that address both professional growth and personal well-being.The moderated mediation findings (H7 and H8) further illuminate the complexity of these relationships. Gender significantly moderated the impact of achievement recognition on work performance and work-family practices. For males, recognition translated into improved work-family balance and performance, consistent with traditional gender norms emphasizing career success (Chen et al., 2018). In contrast, females experienced less pronounced effects, likely due to persistent work-family conflicts and limited organizational support tailored to their needs (Li et al., 2023). While some studies report stronger effects of work-family practices for females (Wu & Chang, 2020), this study highlights the variability of these dynamics across contexts, calling for gender-sensitive policy design. For example, some studies argue that excessive emphasis on work-life balance could lead to decreased productivity if not managed properly. This perspective is supported by studies that found that while work-life balance policies are crucial, they must be implemented carefully to avoid unintended consequences such as reduced work commitment (Murcahyanto et al., 2022). The results of this study offer a nuanced understanding of how Achievement Recognition and Work-Family Practices serve as mediators in the relationship between Career Advancement and Work Performance. These findings not only confirm the direct effects of career advancement on work performance but also highlight the importance of intermediary factors that can amplify or modify this relationship. The supportive role of work-family practices in enhancing the effects of career advancement on work performance is also affirmed by existing research. A study on Millennials in Indonesia demonstrated that job satisfaction mediates the relationship between work-life balance and employee retention, indicating that work-family practices significantly contribute to the effectiveness of career advancement strategies (Tirta & Enrika, 2020). This supports our finding that work-family practices not only directly benefit employees but also amplify the positive impacts of career growth on work performance. However, there are studies on similar topics that offer different perspectives, particularly in the context of work-life balance and its impact on performance. While our findings suggest that work-family practices, including work-life balance, positively mediate the relationship between Career Advancement and Work Performance, some studies present a more nuanced view. For instance, a study by Irfan et al. (2023) found that work-life balance actually had a negative impact on project performance, with organizational support playing a critical moderating role. This suggests that in certain high-stress environments, work-life balance might only sometimes lead to better performance outcomes, especially if not adequately supported by the organization. In a related vein, another study by Nursanti and Julianti (2021) explored the role of work stress as a mediator rather than work-family practices or achievement recognition. They found that while work-life balance and work environment influence work stress, which in turn affects employee performance, the direct mediation role of work-family practices might be less impactful in certain contexts. This suggests that other factors, such as job satisfaction or work stress, may play a more significant role in mediating the relationship between career advancement and performance in some cases.Furthermore, evidence from other labor-intensive settings underscores how gender norms and organizational support shape employees’ experiences with recognition and work-family policies. For instance, research in the Korean hotel industry—a fast-paced, service-driven environment—shows that effective work-family initiatives and consistent acknowledgment of employee contributions can significantly reduce work-family conflict and improve job outcomes (Jung Choi & Tae Kim, 2012). In Chinese manufacturing contexts, workplace structures such as dormitory labor regimes have been studied to understand the complex interplay between gendered expectations and organizational supports (Ngai & Smith, 2007). Collectively, these findings suggest that in sectors undergoing intense market competition or rapid social transformations, organizational success often hinges on policies and strategies that effectively anticipate and respond to the distinct needs of both male and female employees. Similarly, research by Cech and Blair-Loy (2019) demonstrates that in STEM fields—an industry undergoing continuous technological shifts—recognition and family-friendly policies can positively influence performance outcomes but remain contingent on broader cultural perceptions of caregiving responsibilities. These findings bolster the argument that formal interventions alone may be insufficient if supportive social and organizational cultures do not accompany them (Shockley et al., 2017). This observation aligns with the nuanced role of gender in moderating the effects of Achievement Recognition and Work-Family Practices in our study. Taken together, insights from these diverse settings suggest that in sectors experiencing rapid change or characterized by high labor intensity, successful implementation of recognition and work-family initiatives hinges on their adaptability to gendered expectations and ongoing shifts in workplace structures (David et al., 2024; Wajcman, 2000). While the specifics may differ across industries—from STEM to manufacturing—the underlying processes highlight how policies and recognition strategies must be both inclusive and context-responsive to yield the best outcomes for all employees. These contrasting findings suggest that while Achievement Recognition and Work-Family Practices are generally seen as positive mediators in the relationship between Career Advancement and Work Performance, their effectiveness can be context-dependent. Factors such as the type of work environment, organizational support, and specific job roles can influence whether these mediators have a positive, neutral, or even negative impact on performance outcomes.To sum up, our findings confirm the importance of examining career advancement, work-family practices, and recognition not as isolated factors but as interrelated mechanisms that collectively shape managerial performance in Jiangsu’s textile industry. By demonstrating how these dynamics function across diverse organizational contexts and are further complicated by gender norms, this study addresses the research gaps outlined earlier. Specifically, it highlights how culturally embedded expectations—such as traditional beliefs regarding caregiving roles—can affect career progress, job satisfaction, and, ultimately, work performance. The nuanced influences of both formal and informal recognition mechanisms also underscore the critical role played by workplace culture in magnifying or mitigating the effects of professional advancement.This research, therefore, extends prior work on managerial career trajectories and performance outcomes by situating them within broader social and organizational structures. It provides evidence that gender-sensitive and context-responsive policies are pivotal for ensuring equitable and high-performing workplaces, especially in labor-intensive industries facing significant competitive pressures. While these insights offer a richer understanding of managerial experiences in Jiangsu, further studies could investigate additional mediating or moderating variables—such as job stress, leadership style, or organizational culture—to clarify the boundary conditions of these relationships. Future research might also compare multiple regional contexts or industrial sectors to determine whether the patterns observed here are universally applicable or are uniquely shaped by local labor markets and cultural norms. By illuminating both the potential and the complexity of such strategies, our work contributes to the evolving discourse on how to foster resilient, innovative, and inclusive managerial pathways in rapidly changing economic environments.Limitations of the present study and suggestions for future researchDespite the strengths of this study, several limitations must be acknowledged.First, the study employed a cross-sectional design, which limits the ability to infer causal relationships between the variables. While the moderated mediation analysis provides insight into potential pathways linking career advancement, achievement recognition, work-family practices, and work performance, the findings are correlational and should be interpreted with caution. Future research could benefit from longitudinal designs to better establish causal directionality.Second, the sample was drawn exclusively from managers in Jiangsu’s textile industry, which may limit the generalizability of the findings to other regions or industries. This focus on a single industry and geographic area, while providing valuable contextual insights, could result in findings that are specific to Jiangsu’s economic, cultural, and industrial characteristics. Future research should include a broader range of industries and regions, particularly those with varying levels of technological advancement and organizational structures, to validate and extend these findings. Expanding the scope of future studies could enhance the external validity and applicability of the results across different contexts.Third, the self-reported nature of the data introduces the possibility of biases, such as social desirability bias, which may affect the accuracy of participants’ responses. Although efforts were made to mitigate these biases—such as ensuring anonymity, framing survey questions neutrally, and emphasizing the confidentiality of responses—self-assessment remains susceptible to subjective influences. To reduce the impact of such biases in future studies, researchers could incorporate objective performance metrics, such as organizational performance records, or collect data from multiple sources, including supervisor and peer evaluations. These approaches would provide a more holistic view of the relationships being studied and increase the reliability of the findings.Fourth, the use of an online survey method, while convenient and effective for reaching participants across various settings, may have introduced selection bias. Individuals less familiar with or lacking access to digital technologies may have been excluded from the sample, potentially skewing the data toward more technologically adept individuals. This digital divide is particularly relevant in industries or regions where internet access is uneven or limited. Future studies could consider combining online methods with other data collection approaches, such as in-person interviews or paper-based surveys, to ensure a more representative sample. Addressing these issues would help to enhance the inclusiveness and generalizability of the research findings.Finally, while the study focused on the impact of gender as a moderator, other potentially important demographic or contextual factors, such as socioeconomic status, cultural background, or organizational climate, were not examined. These factors could influence the relationships among the key variables and should be considered in future research to provide a more comprehensive understanding of the dynamics at play.In conclusion, while this study contributes valuable insights into the relationships between career advancement, achievement recognition, work-family practices, and work performance in the textile industry in Jiangsu province, China, the limitations noted above should be taken into account when interpreting the findings and considering their broader applicability.ConclusionThis study explored the relationships between career advancement, achievement recognition, work-family practices, and work performance, highlighting the moderating role of gender. The findings provide critical insights into how organizational policies and practices can shape employee performance and satisfaction. Below, the conclusions are organized into three subsections: theoretical implications, managerial or policy implications, and ideas for future research.Theoretical implicationsThis study contributes to the theoretical discourse by addressing significant gaps in the literature. First, it expands traditional models of career advancement by introducing Achievement Recognition and Work-Family Practices as mediating factors. This nuanced understanding underscores the multi-faceted pathways through which career progression enhances performance. Second, it highlights the moderating role of gender, revealing how cultural and structural dynamics influence the effectiveness of recognition and support systems. This finding aligns with and extends existing theories on workplace diversity and inclusion.The study also reinforces the idea that career advancement is not a standalone determinant of work performance but one that operates within a broader framework of organizational and personal dynamics. By demonstrating that the mediating roles of Achievement Recognition and Work-Family Practices vary by gender, the study opens new avenues for examining how individual and contextual factors interact to shape career outcomes. These findings challenge the one-size-fits-all approach often applied in career development research, suggesting the need for more tailored theoretical models.Managerial or policy implicationsThe moderated mediation results underscore the importance of applying gender-sensitive approaches to both recognition programs and work-family support initiatives, particularly in industries where traditional gender norms persist. Organizations seeking to enhance employee performance should consider tailoring both formal and informal recognition systems to address the unique needs of male and female employees. For instance, while public recognition and status-based rewards may prove highly motivating for male employees, female employees may benefit more from personalized and inclusive forms of recognition, especially those acknowledging the additional responsibilities women often assume in balancing professional and family obligations.Equally critical is the implementation of flexible and culturally sensitive work-family policies. The study indicates that work-family support mechanisms, such as flexible scheduling options, childcare services, and family-oriented leave benefits, are especially beneficial for women who frequently encounter greater work-family conflict. By designing these policies to be adaptable to varying cultural and individual needs, organizations can help ensure that both male and female employees receive the support necessary to thrive professionally. This approach not only mitigates workplace stress but can also foster higher levels of employee engagement and satisfaction across the workforce. To sustain an equitable and inclusive work environment, organizations should regularly evaluate their recognition systems and work-family policies using gender-disaggregated data. This will allow them to pinpoint where disparities may exist and to make ongoing improvements. Additionally, cultivating open dialog regarding gender-based experiences in the workplace can encourage more targeted interventions and help create a culture where employees feel supported regardless of their circumstances. Through these measures, companies can leverage the interplay of Achievement Recognition and Work-Family Practices to strengthen overall organizational performance while addressing the distinct needs of diverse employee groups.Ideas for future researchWhile this study provides valuable insights, it is limited by its focus on a single industry and region. Future research should explore similar relationships in diverse sectors and cultural contexts to enhance the generalizability of the findings. Comparative studies across industries with varying levels of technological disruption could offer deeper insights into how these factors interact with career advancement and work-family practices.Another avenue for research involves examining additional moderators, such as organizational culture, job complexity, or psychological traits, to elucidate further the conditions under which Achievement Recognition and Work-Family Practices influence performance. For instance, exploring how intrinsic motivation or leadership styles mediate these relationships could provide a more comprehensive understanding of employee performance dynamics.Given the reliance on self-reported data in this study, future research could employ longitudinal designs or mixed-methods approaches to mitigate potential biases and capture the temporal aspects of career advancement and performance outcomes. Finally, expanding the investigation into intersectional identities, such as the interplay of gender with ethnicity or socioeconomic status, could provide a richer understanding of diversity and inclusion in the workplace.
Data availability
The data supporting this study's findings are available from Nantong University, but restrictions apply. These data were used under license for the current study and are not publicly available. The datasets used and/or analyzed during the current study are available from the corresponding author upon reasonable request.
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Download referencesAcknowledgementsThis research receives a grant from the Industry and Education Cooperation Project, Research on Management Mechanism and Practice of Off-campus Practice Base under the Background of New Engineering (202002155038).Author informationAuthors and AffiliationsSchool of Textile and Clothing, Nantong University, Jiangsu Province,, Nantong, 226019, ChinaCaixia Wu, Wen Chen & Dongyun LvAuthorsCaixia WuView author publicationsYou can also search for this author inPubMed Google ScholarWen ChenView author publicationsYou can also search for this author inPubMed Google ScholarDongyun LvView author publicationsYou can also search for this author inPubMed Google ScholarContributionsAuthor contributions statement: CW, WC, and DL have made substantial contributions to the conception and design of the work, to the acquisition, analysis, and interpretation of data, and to the drafting and substantive revision of the work. All of the authors have approved the submitted version and agreed to be personally accountable for the author's contributions.Corresponding authorsCorrespondence to
Caixia Wu, Wen Chen or Dongyun Lv.Ethics declarations
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The authors declare no competing interests.
Ethical approval
The study was conducted following approval by the Nantong University Ethical Committee. The Approval number is 5644-04-998, provided on March 23rd, 2024. It was designed and conducted in accordance with ethical recommendations from the Declaration of Helsinki and its later amendments.
Informed consent
Informed consent was obtained from all participants before they began the survey. Participants were informed about the purpose of the study, the voluntary nature of their participation, and their right to withdraw at any time without consequence. Confidentiality and data protection were emphasized, assuring that all data would be anonymized and stored securely. Measures were taken to ensure no personally identifiable information was collected, and data was encrypted during transmission and storage to protect participants’ privacy.
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Reprints and permissionsAbout this articleCite this articleWu, C., Chen, W. & Lv, D. Managers’ professional trajectory in the textile industry—assessing career advancement, work-family practices, recognition, and work performance.
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