Impact of Career Management on Organizational Performance
CHAPTER ONE
Objectives Of The Study
The objectives of the study include:
- To highlight the nature of career management prevalent in organizations
- To determine if the human resource managers in Guinness Nigeria Plc do conduct staff career management
- To determine the impact of career management on organizational performance.
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
Our focus in this chapter is to critically examine relevant literature that would assist in explaining the research problem and furthermore recognize the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps.
CONCEPTUAL FRAMEWORK
HUMAN RESOURCE MANAGEMENT
According to several scholars like Barney (1991) and Wilson (1994) management of human resources is much more difficult than capital management or technology management. The definition of Human resource management (HRM) evolved in the later period of twentieth century. In the current day world, survival of an organization depends on the development of new capabilities; as a result organizations are facing critical challenges in all over the world. New challenges like globalization, investment in human capital, growth, change management etc. are emerging and organizations from all over the world needs to manage and find opportunities through these challenges. Among these challenges the management of human capital has gained added importance, as organizations are realizing the importance of people or human resource as assets of strategic importance. According to Hartel, Fujimoto, Strybosh and Fitzpatrick (2007) Human resource management does not merely deals with the rational administration but looks after the job satisfaction of the employees and also focus on, how to motivate them for better results, as a result it is making the best utilization of each individual human power for achieving the objectives of an organization. Human resource management is also an important fact considered by organizations from all over the world, because human resource is the resource that has the capability of converting the other source like capital, technology, methods, material, machine etc. into product or service. So the need of a sound Human Resource Management system is very much necessary, in today’s world.Before the evolving of the definition of Human Resource Management the management process dealing with the similar kind of subject was known as personnel management. It emerged during the 1920s. It was concerned about a single department and its activities. The department it was concerned about was the human administration department, and its main function was recruitment and selection for the organization. The other functions carried out by this management were related to development, grievance handling, registration, appraisal, reward, retirement etc. But the negative fact about this system was that its formation was in the bureaucratic set up and it gave importance to the organization and its administration. By the late 1970s organizations from all over the world started facing increase in competitive pressures due to the factors like deregulation, fast growing technological change and globalization. So the need for a more efficient management system emerged and in response the Human Resource Management was developed. According to Khatri (1999) Human capital is one of the key factors that provide flexibility and adaptability to the organization. According to Rundle (1997) the people or the human resource are the adaptive mechanism not the organization or firm that determines the response of the organization towards the competitive environment. On current structural background Human Resource Management can be defined as systematic process by which human capital or human resource are recruited and managed in such a way that it helps the organization to achieve its objectives. Human Resource Management is concerned about not only the organization but also about the wellbeing of the human capital involved, so it gives consideration not only towards recruitment and selection but also towards the motivation factors, development and maintenance of human resources.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
SUMMARY
The main focus of this study is to examine the impact of career management on organizational performance using Guinness Nigeria Plc as case study. The study revealed if Career management is given significant attention in Guinness Nigeria Plc.
The study adopted a survey research design and with the aid of convenient sampling techniques, eighty (80) participants who are staff, and managers in Guinness Nigeria Plc was enrolled for the study. A well structured questionnaire was issued to the respondent of which a total of seventy-seven (77) responses were received and validated for the study. Data was analyzed using simple percentage as well as frequencies and table. Hypothesis test was conducted using Chi-Square statistical tool (spss v.2.3).
CONCLUSION
Career management provides the basis for employees to acquire the necessary skills they require to perform at optimal levels. This can be achieved through mentoring and experience, training and development, assessment and or appraisal mechanisms.
Findings from the study revealed that Training and development role helps to prepare employees to perform optimally in their present job and also helps to prepare them for broader responsibilities in the future. Corporate education generally, helps employees and managers to adapt to changing environments that require very flexible management approaches, it give them the opportunity to learn how to function effectively within adaptive management structures and the ability to work under ambiguous and uncertain circumstances.
Findings from the study reveals that career management has not been given so much attention guinness Nigeria Plc even though research has shown that this is prerequisite for effective organizational performance.
RECOMMENDATION
From the findings of the study, the following recommendations are made:
- Organizations should pay more attention to corporate education to improve the efficiency of their employees.
- Government needs to introduce a legislation to strengthen national training and development agencies to enable them enforce corporate education at institutional levels to improve economic progress.
- Employees should be encouraged over self-development as a method of improving their performance on the job.
- Privately-held organizations should cultivate the culture of training and developing their employee as a major contribution to national development.
- Vocational education should be given proper attention to prepare people for entrepreneurship ventures which hold the key for economic development in this century and beyond.
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