IF CASSAVA DIES: WHAT IS THE HOPE OF NIGERIANS AND THE WORLD AT LARGE

THE RELATIONSHIP BETWEEN CAREER DEVELOPMENT AND EMPLOYEES PERFORMANCE IN AN ORGANIZATION

BY
OGWUMU F. L. OKWUOMA (Phd)

university of Calabar 




Abstract

The study is focused on the relationship between career development and employee performance. the effects of career management in an organization can not be over emphasized therefore as a component of talent management on organizational performance in companies listed in the Nigeria Security Exchange (NSE) in Nigeria. Descriptive, qualitative and quantitative study designs were used and stratified simple random sampling technique was employed to enable select the respondents from the ten stratums of NSE listed companies. Base on the findings from the work below conclusion were made and also necessary recommendations were also listed fro further study.  

INTRODUCTION

Career Development: Mentoring employees gives the opportunity to align organizational goals to personal career goals. It gives employees the ability to advance professionally. This collaboration gives employees a feeling of engagement, which leads to better retention rates.

BACKGROUND OF THE STUDY

Career management is defined as the process by which individuals collect information about values, interests, skill strengths and weaknesses, identify a career  goal, and engage in career strategies that increase the probability that career goals to be achieved. From the company’s perspective, the failure to motivate employees to plan their careers can result in a shortage of employees to fill open positions, lower employee commitment and inappropriate use of monies allocated for training and development programs. Hence lower organizational performance.

STATEMENT OF PROBLEM

Most organizations and individuals do not have the idea of the relationship between career development and employee performance due to this they don’t employ the rules guiding the career development and employee performance. Due to this companies and individuals fail in their business and organizational growth.

OBJECTIVES OF THE STUDY

The major objective of this research work is focused on:

1. To find out the relationship between career development and employee performance in an organization.

3. To examine the significant between career development and employee performance

RESEARCH QUESTIONS

1. Is there any relationship between career development and employee performance in an organization.

 2. To know if there is significant relationship between career development and employee performance

3. Is organization development the right instrument for the management of change in a dynamic and complex competitive environment like Nigeria?

4. Is organization development a tool that can improve performance culture in Nigeria public sector?

RESEARCH HYPOTHESES

Ho: Career development and employee performance does not have significant impact on Organizational performance.

Hi: Career development and employee performance has significant impact on organizational performance.

Ho: There is no significant relationship between career development and employee performance

Hi: There is significant relationship between career development and employee performance

 Hi: Organizational Development improves the ability to integrate the whole system.

Ho: Organizational Development is not a tool for managing change

Hi: Organization Development is a tool for managing change.

REVIEW OF THE RELATED LITERATURES

Career development describes the lifelong process of managing life, learning and work. It involves individuals planning and making decisions about education, training and career choices as well as developing the right skills and knowledge to do this. The study, which was carried out using descriptive and inferential statistics revealed that talent management and succession planning within government organizations met the requirements and therefore impacted on talent absorption, talent retention and talent development which gave the organizations a competitive edge. This study provided useful insights as to the relationship between career development and talent management. Though the study did not discuss that aspect in depth, it was evident that the existence of one depends on the other.

That study therefore acted as a good base for further exploration of the relationship between career development and organization performance in the companies listed in the NSE. Companies with formal succession plan for the top managerial post enjoy a higher return of investment than those that do not have.

There are several elements of career management including career development and planning which focuses on planning of employee growth and progression; Career planning seeks to provide guidance and encourage employees to fulfil their potentials and ensure better use of human resources through more satisfied and productive employees.

Career pathing involves creating established career paths and families of jobs within a given area and allowing employees have a vision of progression as well as goals and expectations; employee development consisting of programs and initiatives; learning and development initiatives; management coaching; competitive reward systems; career centres; succession planning; performance management/feedback an effective appraisal system can provide an objective assessment of current performance and future potentials of employees performance feedback helps employees in understanding and developing their potentials; and cross-functional development programs. Career management consists of both formal and informal activities including employee workshops, career mentors, job rotation, job enrichment and career progression ladders, for example organizationally planned programs or developmental stage theories.

Organizations may also contribute to career identity by providing abundant opportunities for self development and opportunities for advancement.

When selecting an employee, organizations may use internal job postings extensively, maintain a job matching database, encourage job rotations and internal management succession and transfer people across departments laterally to increase their value for themselves and for the firm to improve organization performance. They may also opt for initiatives like job sharing and only use layoffs as a last resort during conditions of economic uncertainty, as well as give preference to former employees for staffing new positions after a period of downsizing.

Observations on career management are similar to those of who observed that organizational career management enhances employee commitment and hence organization performance. Career management help can be seen as one form of perceived organizational support. Perceived organizational support has been positively related to job performance and negatively linked to withdrawal behaviours such as absenteeism and turnover.

In the study about the relationship between organizational career management and performance, results of the study indicated that there was significant and positive relationship between organization career management and the individual performance.

Questionnaires were the main data collection instrument and the sample comprised insurance sales people.

Found that people who experience more organizational support have a higher employability orientation. Studied the relationship between organizational career management and perceived career support. They defined perceived career support as the employee’s belief that the organization cares about his or her career needs and goals. They found that promotional opportunities and informal organizational career management activities, namely informal career discussions with a manager, participation in challenging job assignments and mentoring relationship(s) with senior colleagues, are positively related to perceived career support.

Organizational career management practices includes ;performance appraisal as a basis of career planning ,career centres,  career counselling by the human resource department ,formal mentoring  career workshops, retirement preparation programmes ,succession planning, formal education as a part of career development and lateral moves to create cross functional experience.

Career Counselling

The study sought to establish if the NSE listed companies offered career counselling to its employees.

Career counselling in a company was crucial of career management. Results in table 4.1 shows that majority 82% agreed that their company offered career counselling, 6% disagreed while 12% neither agreed nor disagreed with the statement. The findings concur with those in who found out that organizational career management practices to include career counselling by the human resource department .The findings imply that NSE listed companies, offers career counselling to employees and this may have contributed positively to career management. The findings also imply that career counselling may have contributed positively to organization performance.

Career Centres

The study sought to establish if the NSE listed companies had established career centres where employees could access useful materials and advice on career growth and development. A career centres in a company was crucial of career management. Results in table 4.1 shows that majority 90% agreed that they had established career centre where employees can access useful materials and advice on career growth and development, 6% disagreed while 5% neither agreed nor disagreed with the statement. The findings agree with those in who noted that employee development included existence of career centres.

Also the findings agree with who found career management practices to include career centres. The findings imply that NSE listed companies have established career centres for their employees and this may have contributed positively to career management. The findings also imply that career centres may have contributed positively to organization performance.

Employee development

The study sought to establish if the NSE listed companies had developed programs and initiatives that enhanced employee development. Employee development programs in the NSE listed company were crucial of career management. Results in table 4.1 shows that 80% agreed that in their company, they developed programs and initiatives that enhanced employee development, 9% disagreed while 11% neither agreed nor disagreed with the statement.

The findings agree with those in who asserted that career development describes the lifelong process of managing life, learning and work. It involves individuals planning and making decisions about education, training and career choices as well as developing the right skills and knowledge to do this.

The findings imply that NSE listed companies’ have developed programs and initiatives that enhanced employee development. The findings also imply that NSE listed companies initiation of various employee development programs, may have contributed positively to the organization performance.

Succession Planning

The study sought to establish if the NSE listed companies had established succession planning in their companies. Establishment of succession planning in a company was crucial of career management.

Results in table 4.1 shows that 86% of the respondents agreed that they had established succession planning in their company, while 14% neither agreed nor disagreed with the statement.

The findings agree with those in who sought to investigate the relationship between talent management and succession planning processes. The study, which was carried out using descriptive and inferential statistics, revealed that talent management and succession planning within government organizations met the requirements and therefore impacted on talent development which gave the organizations a competitive edge. The findings also concur with those who asserted that employee development consisting of programs and initiatives such as succession planning. The findings imply that NSE listed companies’ have established succession planning in the company and that has contributed positively to career management. The findings also imply that succession planning practice by the NSE listed companies may have contributed positively to organization performance.

RESEARCH METHODOLOGY

The aim of this study is to derive a motivation strategy for fast food outlets in Aiyde Panel Case study approach was used for this research because it dealt with a specific organization, namely fast food outlets in Kogi. The research methods that were used were both qualitative and quantitative (triangulation) as means to obtain the opinions of fast food employees concerning motivation. A total of 200 questionnaires were distributed and 123 employees responded and these were used for analysis. A pilot study was conducted with a few staff members and managers in the fast food industry from different outlets, while corrections were made before distributing it to others. This would allow reliability and validity. Open-ended, semi-structured interview questions were also administered face-to-face to senior and store managers of different fast food outlets to obtain their opinions of employee motivation, while a closed-ended questionnaire was distributed to other staff members. As mentioned previously, the total population that was sampled was 200. The selected sample comprised all staff members that have at least six (6) months of work experience within the fast food industry. This was to enable the researcher to obtain reliable information. A report was compiled regarding the level of motivation of workers. A high ethical standard was maintained as far as the information is concerned. In addition, the data collected was analyzed and results discussed in the next section.

RESEARCH DESIGN

The aim of this study is to derive a motivation strategy for fast food outlets in Aiyde Panel Kogi state. Case study approach was used for this research because it dealt with a specific organization, namely fast food outlets in Kogi state. The research methods that were used were both qualitative and quantitative (triangulation) as means to obtain the opinions of fast food employees concerning motivation.

DATA ANALYSIS AND INTERPRETATION

Results

Descriptive Results Career Management

Statement	Strongly disagree	Disagree	Neutral	Agree	Strongly agree
My company offers career counselling	6.80%	4.90%	6.20%	45.10%	37.00%
We have established career centres where employees can access useful materials and advice on career growth and development	0.60%	4.30%	5.6%	43.8%	45.70%
This company believes career planning facilitates expansion and            growth of this company	9.90%	11.1%	4.3%	35.8%	38.9%
My company plans on employee growth	4.30	9.90	0.0	70.4	15.4
My company strives to establish career	4.30	4.30	8.6	39.5	43.2
In my company, we develop programs and initiatives that   enhance employee development	4.30%	6.80%	9.3%	53.7	25.29%
We have established succession planning in my company	4.30%	9.90%	0.0%	70.4%	15.4%
My company has provision of career mentors	4.30%	4.30%	8.60%	39.5%	43.20%
In my company we have retirement preparation programmes	4.30%	6.80%	9.30%	53.70%	25.90%

Table 4. 4: Relationship between Career Management and Organizational Performance

Variable		Organizational	Career
		Performance	Management
Organizational	Pearson Correlation	1
Performance	Sig. (2-tailed)
Career	Pearson Correlation	0.495	1
Management	Sig. (2-tailed)	0.000

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.4 displays the results of correlation test analysis between the dependent variable (organization performance) and career management. Results on table 4.4 show that acceptance of organizational performance was moderately but positively correlated with career management. This reveals that any positive change in career management on organizational performance led to increased acceptance of organizational performance.

Figure 4.1: Regression line fitting of Career management

A graphical illustration of the relationship between career management and acceptance of organization performance was presented in figure 4.1.The figure implies that career management had a positive relationship with the organization performance. The study findings concur with results of (11) which found positive relationship between organizational career management and performance.

Table 4.5: Model Summary for Career Management Indicator Coefficient

R 0.495 R Square 0.245 Std. Error of the Estimate 3.27433

Regression analysis was conducted to empirically determine whether career management was a significant determinant of organization performance in the NSE listed companies.

Regression results in table 4.5 indicate the goodness of fit for the regression between organization performance and career management was satisfactory. An R squared of 0.245 indicates that 24.5% of the variances in the acceptance of career management by the NSE listed companies are explained by the variances in the organization performance. The correlation coefficient of 49.5% indicates that the combined effect of the predictor variables have a moderate and positive correlation with acceptance of organization performance.

Qualitative Results

The respondents were requested to indicate how else, career management affected organization performance. The respondents were reflected in the following quotations; “performance appraisal can help facilitate career development of the employees’ hence better performance”,” Career management could be enhanced by giving employees challenging and interesting tasks “,” career management could be achieved though job transfers and rotation which is good for the company”, ” career management help move people into roles where their skills are most suited and their aspirations are best met”. “If NSE listed company take their employees for seminars and workshops this could lead to improved productivity”.

DISCUSSION OF FINDINGS

The findings imply that career management helps to improve employee skills hence improve the organization performance .The findings agree with those who noted that performance management/feedback and an effective appraisal system can provide an objective assessment of current performance and future potentials of employees and that performance feedback helps employees in understanding and developing their potentials.

CONCLUSION

The study suggest that career management practices should be widely adopted by NSE listed firms as doing so would lead to improved performance. Therefore, firms wishing to maintain superior organization performance should put in place mechanisms to support career management like having career centres; career mentors, career Content analysis results indicated that there could be other variables of career management that may have influence on organization performance in companies listed in NSE. Future studies should therefore include other components of career management as a component of talent management in their study.

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