COMPLETE SCHOOL PROJECT TOPICS & MATERIALS :
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AN EXAMINATION OF THE RELATIONSHIP BETWEEN CAREER MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN THE SERVICE INDUSTRY IN CAMEROON
CHAPTER ONE
INTRODUCTION
Background of the Study
Every person pursuing a career must actively engage in deliberate planning to effectively manage their job, with the aim of achieving greater personal satisfaction, professional development, and financial security throughout their life. Over time, people employed in corporate organizations have held varying values. They were previously regarded as an element of production and were referred to as the human resources of the organization. Today, there is a greater emphasis on valuing employees as they are seen as valuable assets that contribute their skills and abilities to the company (Kehinde, 2018). Greenhaus, Callahan, and Godshalk (2020) provide a definition of career as the sequence of work-related experiences that occur during an individual’s lifetime. According to Dessler (2018), a career is characterized by the various occupational roles that an individual has had over an extended period of time. Similarly, a career is a person’s lifelong accumulation of work-related experiences (Greenhaus et al. 2020).
Career management is the systematic process of strategizing and moulding an individual’s professional trajectory inside an organization to align with the organization’s priorities and goals. Career management encompasses the initiatives and endeavours undertaken by organizations to facilitate the achievement of their employees’ professional goals and accomplishments (Kong, Cheung & Zhang, 2017). Baron and Greenberg (2018) state that a standard career management programme, which is a component of the broader human resource system, focuses on assisting employees in evaluating their own career, identifying their strengths and weaknesses, establishing priorities and specific career objectives. It also provides information on different career paths and options within the organization. Additionally, the programme includes annual assessments of employees’ progress towards their goals, conducted by managers who have received training in conducting such evaluations. While career management evaluates individuals in order to enhance their performance by engaging them in the process of establishing their own objectives and acknowledging their areas of expertise and areas for improvement. It also supports people in the organization by helping them identify and access training requirements and possibilities. However, this is mostly accomplished by including a process of feedback and debate into the organization’s performance management system. According to Ball (2017), career management provides employees with clear information about the various career opportunities that are accessible inside the organization. Employees receive support in identifying the talents and other attributes necessary for both present and future positions. In service industry, career management mostly centres on an employee’s career aspirations within the organization, hence increasing their dedication to the organization. By engaging in this process, employees are able to cultivate career trajectories that demonstrate their potential for advancement in various areas within the organization. On the other hand, organizational performance pertains to the degree of effectiveness and efficiency with which an organization achieves its vision, mission, and goals, resulting in benefits for the organization, its employees, and society as a whole. According to Daft, (2020), organizational performance refers to the ability of an organization to achieve its goals by efficiently and effectively utilizing its resources. An organization employs various activities, tactics, and programmes to chart the career paths of their employees (Greenhaus & Callanan, 2018). This is crucial for ensuring a harmonious alignment between the individual’s aspirations and the organization’s objectives. Although engaging in career management activities and participating in development courses can effectively enhance organizational performance. According to Armstrong (2016), Human Resource Management, including Career Management, operates on the concept that people are the most important resource of an organization and that the organization’s performance is heavily reliant on them. Thus, the development and efficient implementation of a suitable range of Human Resources Policies and Career management processes will have a significant impact on organizational performance. Nevertheless, career management, as an integral component of a comprehensive human resource system, must enable the effective implementation and attainment of company objectives to meet established criteria. Therefore, it is crucial to match employees’ wants and aspirations with organizational needs in order to achieve three key organizational performance goals: profit, growth, and market value. Combs, Crook and Shook (2015) established four elements of organizational performance: profitability, liquidity, growth, and stock market performance. In order to enhance the efficiency of a company, several resources can be utilized, such as financial capital, human capital, and technological equipment. Among these resources, the most crucial one is the workforce (Kehinde, 2018). Career management takes into account the requirements of both employees and organizations. Hence, career management may be seen as a framework that assists individuals in expanding their horizons beyond their current roles and preparing for more promising positions inside or even outside of their organizations. Forward-thinking organizations are placing greater emphasis on the effectiveness of their recruitment methods and are also becoming more proactive in managing their employees’ career development. This is done to ensure that individuals perform at their best in both the current and future contexts (Mwanje, 2018). Therefore, a survey will be conducted in order to examine the relationship between career management and organizational performance in the service industry in Cameroon.
1.2 Statement of the Problem
Career management has posed a formidable challenge for human resource managers. In order for an organization to expand in terms of size, profit, and technology, it is important to involve its employees in the process of expansion (Dialoke, Chiavoghi & Ukonu, 2016). The primary objective of career management at an organization is to provide guidance to employees on how they can effectively advance their careers and contribute to the overall success of the firm (Greenhaus et al., 2020). According to Okwiet (2018), the focus of career management shifted towards the employees and their ability to align their personal goals with those of the organization. However, many organizations do not provide a favourable environment for employee career management, which in turn hinders the organization’s success. Also, there is a lack of alignment between the career management needs of employees and the performance objectives of the organization. According to Osibanjo, Oyewunmi, and Ojo (2019), organizations should create a conducive environment for employees to have possibilities for advancement. This would serve as a motivation and help in promoting, recognizing, rewarding, and retaining valuable people. Similarly, they should provide employees with career management opportunities to facilitate their professional growth and development. This will allow employees to plan for their future and contribute to the long-term success of the organization, thereby mitigating turnover and its potential negative impact on productivity and service delivery. The underlying suggestion is that the quality of personnel inside an organization directly impacts its performance. Hence, it is in the light of these that the study seeks to examine the relationship between career management and organizational performance in the service industry in Cameroon.
1.3 Objectives of the Study
The main purpose of this study is to examine the relationship between career management and organizational performance in the service industry in Cameroon. Specifically, the study will;
Assess the current career management practices employed by service industry in Cameroon.
Investigate how effective career management practices influence employee performance.
Determine the relationship between career management programs and organizational performance.
1.4 Research Questions
The following questions have been prepared for the study:
What are the current career management practices employed by the service industry in Cameroon?
How does the effectiveness of career management practices influence employee performance?
What is the relationship between career management programs and organizational performance?
1.5 Research Hypotheses
H0: There is no significant relationship between career management and organizational performance in the service industry in Cameroon.
Ha: There is a significant relationship between career management and organizational performance in the service industry in Cameroon.
1.6 Significance of the Study
Organizational managers and leaders will use the insights from the research to align career development initiatives with strategic goals, fostering employee engagement and enhancing performance. Also, the study will help policymakers to develop policies that promote career development and human capital investment in the service industry, contributing to economic growth and competitiveness. Furthermore, subsequent researchers will use it as a literature review.
1.6 Scope of the study
The scope of this study is boarded on the relationship between career management and organizational performance in the service industry in Cameroon. Empirically, this study will assess the current career management practices employed by service industry, investigate how effective career management practices influence employee performance and determine the relationship between career management programs and organizational performance.
Geographically, the study will be delimited to employees of some selected transport companies in Douala, Cameroon.
1.7 Limitation of the study
In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.
1.9 Definition of Terms
Career: A career refers to the series of occupations, roles, and positions that an individual undertakes throughout their professional life.
Career management: involves the strategic planning, development, and implementation of actions by individuals to achieve their career goals.
Organizational performance: the effectiveness and efficiency with which an organization achieves its objectives and goals.