COMPLETE SCHOOL PROJECT TOPICS & MATERIALS :
CHAPTERS: Chapter 1-5
|
DOC FORMAT: MS WORD/PDF
|
PRICE: ₦5,000
ASSESSING CAREER MANAGEMENT AS A DETERMINANT OF CORPORATE GROWTH AND EFFICIENCY (A CASE STUDY OF SWECOM PLC)
CHAPTER ONE
INTRODUCTION
Background of the Study
A career is considered a crucial aspect of an individual’s life as it plays a significant role in shaping one’s identity. It is believed that individuals, more so now than in the past, seek personal growth and development in their work environments and careers (Baruch, 2018). The growing importance given to individuals’ career-related demands can be seen as presenting new difficulties for employers in terms of selecting and implementing human resource management (HRM) activities, such as career management. Career management can be defined as the process that plans and shapes the progression of individuals within an organization in accordance with the organizational needs and objectives. According to Kong, Cheung & Zhang, (2020)career management includes the initiatives and services offered by organizations to facilitate the achievement of their employees’ professional objectives . Likewise, Baron and Greenberg (2019) define a typical career management programme as a component of the broader human resource system. This programme focuses on assisting employees in evaluating their own career, identifying their strengths and weaknesses, establishing priorities and specific career objectives, providing information on different career paths and options within the organization, and conducting annual progress reviews by managers who have received training in conducting such assessments. Furthermore, career management continues to be a vital subject for many businesses in the contemporary work environment, mainly due to its recognized impact on significant job-related results. Nevertheless, there are some obstacles that both individuals and organizations encounter when it comes to the implementation of career management. These problems have been emphasized in recent research on career management and are all important for the current investigation. One of the issues is the varying interpretations of work and careers among employees. Schreuder & Coetzee, (2016) asserts that individuals choose to engage in employment for various reasons, such as seeking a sense of belonging, participating in a power structure, and growing status, interests, and competences.
An additional prevalent topic in the current literature on career management is the growing requirement for adaptability, which is seen as a challenge for both organizations and employees. The ability to effectively navigate and adapt to dynamic situations is increasingly important in contemporary businesses. It is widely recognized as a vital skill for employees to possess in the current work environment (Schreuder & Coetzee, 2016). Put simply, the process of joining the workforce and commencing a professional career is no longer as predetermined and secure as it once was. The modern organization is being shaped by technological, organizational, and sociological developments, leading to the emergence of new types of vocations such as the protean career and the post-corporate career. These career concepts prioritize a shift from organizational control over the career management process to greater individual responsibility, which in turn affects the character of the employment relationship. Moreover, organizations are increasingly moving away from the conventional practice of providing job stability and promotional possibilities in return for employees’ loyalty, trust, and dedication to the business (Thite, 2021). However, there has been a change in how the relationship between organizations and employees. Instead of thinking of a job as something permanent, there is now a focus on the importance of being employable. As a result, the psychological agreement between the parties involved in the employment relationship has been revised. This includes the consideration of new job responsibilities and areas of accountability for both employers and employees (Rousseau, 2018). The new psychological contract places significant emphasis on the mutual responsibility and proactive involvement of both partners in the advancement of one’s profession. While employees can no longer be passive and depend on their employers to secure their future within the organization, employers should ensure the implementation of effective career management strategies to motivate, develop, and retain employees in order to achieve critical organization objectives.
Nevertheless, while there is a noticeable trend towards individuals taking on more responsibility for managing their own careers, the tasks of organizational career management still remain a crucial aspect of HRM. Organizations should not delegate complete responsibility for career management to individual employees. Instead, they should focus on their ability to effectively and adaptively address various career needs and requirements (Lips-Wiersma & Hall, 2017). Therefore, a survey will be conducted in order to assess career management as a determinant of corporate growth and efficiency (a case study of Swecom PLC)
Statement of the Problem
Career management has emerged as a significant challenge for human resource managers, primarily because it is a critical determinant of corporate growth and efficiency. For an organization to achieve expansion in terms of size, profit, and technological advancement, it is essential to actively engage its employees in the process of growth (Dialoke, Chiavoghi & Ukonu, 2016). The primary objective of career management within an organization is to provide strategic guidance to employees, enabling them to advance their careers while simultaneously contributing to the firm’s overarching success (Greenhaus et al., 2020). Over the years, the focus of career management has shifted toward empowering employees to align their personal career goals with the strategic objectives of the organization (Okwiet, 2018). Despite this, many organizations fail to cultivate a supportive environment for effective career management, resulting in a misalignment between employee career aspirations and organizational performance objectives. This misalignment often hinders organizational success and growth. According to Osibanjo, Oyewunmi, and Ojo (2019), it is crucial for organizations to establish a conducive environment that fosters career advancement opportunities for employees. Such an environment serves as a powerful motivator, helping to promote, recognize, reward, and retain valuable talent. Providing robust career management opportunities not only facilitates employees’ professional growth and development but also allows them to plan for their future, thus contributing to the organization’s long-term success. This proactive approach can significantly reduce employee turnover and mitigate its potential negative impact on productivity and service delivery. The underlying suggestion is that the quality and development of personnel within an organization directly influence its performance. This principle is fundamental to career management, which aims to attract, nurture, and effectively utilize the most talented individuals. By doing so, organizations can achieve exceptional business outcomes. Career management is, therefore, not just about individual employee growth but is also a strategic tool that drives corporate growth and efficiency. It aligns individual aspirations with organizational goals, fostering a culture of continuous improvement and innovation that propels the organization forward. Hence, it is in the light of these that the study seeks to assess career management as a determinant of corporate growth and efficiency.
1.3 Objectives of the Study
The main purpose of this study is to assess career management as a determinant of corporate growth and efficiency. Specifically, the study will;
Assess the impact of career management on employee productivity.
Assess the relationship between career management and corporate performance .
Assess the influence of career management on organizational growth.
1.4 Research Questions
The following questions have been prepared for the study:
What are the impact of career management on employee productivity?
What is the relationship between career management and corporate performance?
How does career management influence organizational growth?
1.5 Research Hypotheses
H0: Career management is not a significant determinant of corporate growth and efficiency.
Ha: Career management is a significant determinant of corporate growth and efficiency.
1.6 Significance of the Study
HR professionals will use the research results to design and implement effective career management programs that enhance employee skills, satisfaction, and retention, ultimately contributing to corporate growth. Additionally, leaders will use the results as a means to engage and motivate employees, promoting loyalty and commitment to the organization’s mission and goals. Furthermore, subsequent researchers will use it as a literature review. Build on the findings to explore further aspects of career management and its impact on various organizational outcomes, contributing to the academic body of knowledge.
1.7 Scope of the study
The scope of this study is boarded on career management as a determinant of corporate growth and efficiency. Empirically, this study will assess the impact of career management on employee productivity, the relationship between career management and corporate performance and the influence of career management on organizational growth.
Geographically, the study will be delimited to some selected corporate firms in Yaounde, Cameroon.
1.8 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 management: involves the strategic planning, development, and implementation of actions by individuals to achieve their career goals.
Employee: is an individual who works for an organization or employer in exchange for compensation, such as wages or salary.