IMPORTANCE OF CAREER DEVELOPMENT AS A DETERMINANT OF ORGANIZATIONAL GROWTH
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IMPORTANCE OF CAREER DEVELOPMENT AS A DETERMINANT OF ORGANIZATIONAL GROWTH
Chapter one
INTRODUCTION
1.1 Background of the Study
Scholars, academics, decision makers, and human resource specialists are concerned with the phenomena of career development. These stakeholders in human capital development work to manage challenges like as recruiting, selection, training and development, promotion, and so on that arise from career growth. Furthermore, organisations strive to manage career development challenges and how they effect organisational progress.
Career development, on the other hand, is defined as “an ongoing, formalised effort by an organisation that focuses on developing and enriching the organization’s human resources in light of both the employees’ and the organisations’ needs” (Byars and Rue, 2004). As stated in the definition, both people’ and organisations’ needs are considered in career development.
As a result, the concept of career development may be viewed as a platform that helps individuals look beyond their current roles and prepare for better future positions inside and occasionally outside of organisations.
This method allows organisations to have appropriate, necessary, and formidable human resources for growth and relevance in the sector. It is worth noting that certain obstacles, including as restructuring, mergers, and acquisitions, have a significant impact on how individuals and organisations view careers.
Career development is not a new subject, but what is debatable is who should be in charge of implementing it. Should it be the entire duty of employees or employers?
However, in recent years, individuals have engaged in personal career development (Hall, 2002) by pursuing personal educational advancement and professional training, which may or may not coincide with their current organisational goals.
Organisations, on the other hand, may opt to train or develop their personnel in order to meet current demands while also preparing them for future organisational needs (Humphries and Dyer, 2001).
Employers may be unable to retain their trained and developed staff in today’s competitive labour market after exposing them to numerous training and development options, which could be detrimental to organisational progress.
Business competitiveness requires companies to innovate not just in terms of product production but also in terms of service quality. On the other hand, the corporation must be able to defend its human resources, which are an important component of the company’s operational activities.
Giving employees the opportunity for equitable career advancement is one method to keep them. Career development activities can be funded by human resources development, managers, or individuals without regard to the firm (Ivancevich and Glueck, 1989). Career development focuses on the long-term efficacy and success of organisational staff (Decenzo & Robbins, 2010:211).
Career growth requires both organisational and individual initiatives. Human resources departments and managers contribute to the organization’s efforts by holding training and development programmes and providing opportunities for promotion.
According to Leibowitz et al. (1986), training refers to the teaching of technical skills, whereas development typically refers to programmes aimed at improving human interactions and managerial concepts.
Human resources departments frequently offer training and development programmes for employees since they are helpful to both the organisation and the person.
On the other hand, Simamora (2003) stated that “promotion is transferring employee from one job to another job that has higher level in terms of payment, responsibility and the level of organisation.” So, when an individual has an excellent promotion opportunity, he has advanced his career.
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