IMPACT OF CAREER MANAGEMENT ON ORGANIZATIONAL PERFORMANCE
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IMPACT OF CAREER MANAGEMENT ON ORGANIZATIONAL PERFORMANCE
CHAPITRE ONE
1.1. INTRODUCTION
As a business survival strategy, the requirement of modern human resource practise articulates an integrated approach to manpower planning and administration. As part of a larger human resource system, career management must guarantee that business objectives are met and delivered to acceptable levels.
Aligning employees’ wants and aspirations with organisational needs is therefore critical to attaining strategic organisational performance such as profit, growth, and market value.
Profitability, liquidity, growth, and stock market performance are the four organisational performance dimensions identified by Combs, Crook, and Shook (2005). According to Mohrman and Mohrman (1995), performance management in career management is defined as “managing the business,” which is what line managers do all the time.
As a result of this history, we have seen performance management progress from a human resource policy firmly within the purview of the Human Resource department to a business process that is central to aligning activity with strategic goals and is as much about managing the business as it is about directing people and controlling the flow of training or reward to achieve strategy organisational performance.
Career management is the process of planning and shaping an individual’s career inside an organisation in accordance with the demands and objectives of the organisation. According to Baron and Greenberg (1990, page 320),
a typical career management programme as part of a larger human resources system includes efforts aimed at assisting employees in assessing their own career, strengths, and weaknesses;
setting priorities and specific career goals; providing information on various career paths and alternatives within the organisation; and offering employees yearly reviews of their progress towards these goals by managers who have received training in congruent management.
Career management evaluates people in order to improve their performance by allowing them to define their own goals and recognise their own strengths and weaknesses. It supports organisation personnel in identifying and facilitating training needs and possibilities. This is mostly accomplished by incorporating a feedback and discussion mechanism into institutions’ performance management systems.
Career management highlights available job opportunities. Employees are informed about the various career opportunities accessible within the organisation. It assists employees in identifying talents and other attributes needed for current and future jobs.
Most career management performances aim to direct employees’ career plans towards the organisation, thereby increasing their loyalty to the organisation. This results in the development of career paths that represent employee mobility in various directions inside the organisation.
Career management, as part of a wider human resource system, tries to connect individuals’ aspirations with organisational performance objectives, which are the focus of these studies.
A career management programme is being developed to improve the marketing of employment to qualified candidates. Employee skill and competency assessments may aid in placing them in positions that are more suitable for them. An organization’s operational effectiveness can be increased by implementing practises such as transfers and rotation.
As part of overall organisational corporate strategy, career management must be articulated and changed as part of overall organisational performance objectives of various defined organisational acceptable measures such as quick, growth, market value, and so on.
The study intends to use Guinness Nigeria PLC as a case study to examine career management practises at Guinness Nigeria PLC and their impact on organisational performance objectives of profitability growth and market value.
1.2 BACKGROUND OF THE STUDY
According to Armstrong (2006), the assumption behind the practise of Human Resource Management, including Career Management, is that people are the organization’s core resource and that organisational performance is heavily reliant on them.
As a result, if an adequate set of Human Resources Policies and Career Management systems are designed and effectively implemented, Human Resources will have a significant impact on an organization’s performance.
According to Booehe et al. (2011), the justification for an organization’s Human Resource link with its performance is founded on two arguments. The first is that successful human resource deployment provides one of the most strong bases of competitive advantage.
This second argument contends that efficient human resource deployment is dependent on the application of a separate collection of practises or the usage of a consistent set of human resource practises, including career management.
According to Collin 2 Drutea (2003), academics have established solid evidence for the causal relationship between how people are managed and organisational performance.
They contend that the efficacy of human resource practises such as personnel selection procedures, performance appraisal, career management, pay management, training, and development frequently have a direct impact on organisational productivity and performance.
According to Booehe et al. (2011), properly managing human resources results in an improved ability to attract and retain talented people who are motivated to succeed, resulting in organisational performance objectives of profit, growth, and market value.
1.3 STATEMENT OF THE PROBLEM
Many organisations invest much in human resources in order to achieve overall corporate performance goals. The heart of modern human resource management is corporate organisational strategy, which is converted into acceptable criteria of organisational performance objectives such as profit, growth, and market values.
As a result, when losses occur, it causes an organisational retrenchment and layoff of employees. This is not a good position for a developing country like Nigeria. According to recent studies, numerous organisations in both the financial and non-financial sectors are in this dangerous scenario.
As a result, the problem confronting this research is to evaluate career management and organisational performance in Guinness Nigeria PLC using a case study to establish the impact of career management on organisational performance.
1.4 RESEARCH QUESTIONS
The following are the research questions:
1. What is career management, and what is the nature of career management at Guinness Nigeria PLC?
2. What is organisational performance, and what are Guinness Nigeria Plc’s organisational performance objectives?
3. What’s the connection between career management and organisational performance?
4. How influential is career management in Guinness Nigeria PLC’s organisational performance?
1.5 OBJECTIVES OF THE STUDY
The following are the study’s objectives:
1. TO CONDUCT A DETAILED STUDY ON CAREER MANAGEMENT AND ORGANISATIONAL
2. To demonstrate the link between career management and organisational performance.
3. To demonstrate the nature of career management at Guinness Nigeria Plc.
4. TO elucidate the nature of Guinness Nigeria Plc’s organisational performance objectives
5. To ascertain the effect of career management on organisational performance at Guinness Nigeria Plc.
1.6 SIGNIFICANCE OF THE STUDY
The study’s relevance is comprised of the following:
1. It shall give human resource practitioners, managers, and consultants with essential information and knowledge on career management and organisational performance.
2. It shall give the current human resource management tools required for career management.
3. It shall fill the gap experienced in the past when human resource management, particularly career management, was given insignificant attention in organisational management.
4. It shall direct career management towards the achievement of organisational performance goals.
1.7 HYPOTHESIS STATEMENT
Guinness Nigeria Plc does not place a high value on career management.
Guinness Nigeria Plc places a high priority on career management.
Ho Guinness Nigeria Plc has no organisational performance standard.
H1 Guinness Nigeria Plc has an organisational performance standard.
Ho In Guinness Nigeria Plc, career management has no major impact on organisational success.
H1 Guinness Nigeria Plc’s career management has a substantial impact on organisational performance.
1.8 JUSTIFICATION OF THE STUDY
The study’s argument is based on the following:
1. Organisational business strategy is at the heart of modern human resource planning and administration.
2. The corporate strategy exemplifies the organisational performance objectives, which are defined in the organization’s acceptable profit, growth, and market value standards.
3. Career management is a component of the human resource system.
4. The many components of career management serve to direct the organization’s corporate strategy.
1.9 SCOPE OF THE STUDY
The study’s scope shall be as follows:
1. As part of the human resource system, provide an in-depth study on career management.
2. The study must include an examination of organisational performance criteria and measures.
3. The study will attempt to emphasise the importance of the relationship between career management and organisational success.
4. It will present a case study demonstrating the influence of career management on organisational performance at Guinness Nigeria Plc.
1.10 DEFINITION OF TERMS
1. CAREER MANAGEMENT: Career management is the process of planning and shaping an individual’s growth within an organisation in accordance with the needs and objectives of the organisation.
2. EMPLOYEE DEVELOPMENT: Employee development is a continuous, collaborative effort between an employee and the organisation for which he or she works to improve the individual’s knowledge, skills, and objectives.
3. CAREER PLANNING: Career planning is a process that individuals and their managers go through. The employee is accountable for self-evaluation in order to discover professional interests and development needs.
4. CAREER PATHING: A career path identifies a path to achieve goals. Employees’ potential career routes are drawn out based on the career expectations set throughout the career planning process. A career path is a series of positions to which employees can be promoted, moved, or rotated.
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