in Nigerian Organizations
FEATURED PAPER
By Dr. Uzoma Francis Amaeshi
Department of Management Technology
Federal University of Technology, Owerri
Imo State, Nigeria
ABSTRACT
The purpose of this study is to measure the performance of Nigerian organization by career management and development. To achieve the aims of the study, we collected data from both primary and secondary sources. We analyzed the collected data by the use of means, variance and standard deviation and the three hypotheses formulated were tested using z-test statistical tool. The study found that human resource development is very vital to any organizations ranging from small to large scale enterprise. Based on the findings of the study, the researcher recommends that organization should make sure that the effort of employees are appraised from time to time to find out how they contribute to the achievement of organizational goals. Also educational qualification must be a pre-requisite for the recruitment, selection promotion and placement of workers.
Key words: Planning and development, Training & Development, Employee Performance, Organizational Commitment and culture, Pay & Reward
INTRODUCTION
1.1. Background of study
Organization development (OD) is the study of successful organizational change and performance. “One of the core values underlined in organizational development (OD) is that it provides opportunities for each organization member, as well as for the organization itself, to develop to their full potential” (Anho, 2011). “Personal development covers activities that improve awareness and identity, develop talents and potential, build human capital and facilitate employability, enhance the quality of life and contribute to the realization of dreams and aspirations” (Baruch, 2015).
Career development which is the lifelong process of managing employment work experience within or between organizations takes place over the course of a person’s entire life. The concept involves formal and informal activities for developing others in roles such as teaching or guidance and counseling. “When personal development takes place in the context of institutions, it refers to the methods, programs, tools, techniques, and assessment systems that support human development at the individual level in organizations” (Baruch, 2015).
“Many modern organizations have concluded that employee must take an active role in planning and implementing their own personal development plans for their career development. The mergers, acquisitions, and downsizing of 1980s and 1990s have led to layoffs in managerial ranks and managers’ realization that they cannot depend on their employers to plan their careers for them. In many countries, the main architecture of employment in the public service has traditionally been built around the idea that working for governments is significantly different from working for other employers and therefore requires a special employment system” (Baruch, 2009).
“Work in the civil service has traditionally offered a high level of job security, or even “jobs for 1ife’. But over the past two decades many areas of public service employment have lost this distinctiveness and have become quite similar to the general employment system” (Peiperl and Baruch, 2007). In Nigeria’s current environment where governments are facing the challenges of transforming the public services, many organizations have been attempting to create result-oriented organizational cultures where the performance of individuals and units are linked to organizational goals.
The view has been that effective career management systems can help create result-oriented cultures by providing objective information that allows workers to make meaningful distinctions in performance in order to reward top performers and deal with poor performers.
Many hold “career” as an elitist concept which refers to progression up an ordered hierarchy within an organization or profession. Early notion was that “people chose their careers which then unfolded in an orderly way” (Peiperl and Baruch, 2007).
But the reality was that some people had a career while most people only had a job; and many did not have even that. “Career development is the process that forms a person’s work identity. It is a significant part of human development and spans over the individual’s entire lifetime, beginning when the individual first becomes aware of how people make a living. For some time now this concept of career development has been fragmenting” (Peiperl et al, 2007).
The pace of change driven by technology and economic globalization means that organizations are constantly exposed to change. “They are less willing to make long-term commitments to individuals; where they do, it is in exchange for flexibility about roles and tasks the individual will perform. Increasingly, therefore, job security lies not in employment but in employability. Individuals who want to maintain their employability have to be willing to regularly learn new skills” (Rousseau, 2006).
So careers are now increasingly being seen not as being chosen but as being constructed through the series of decisions about learning and work that people make throughout their lives. Career development in this sense need not be confined to the few: it can, and must, be made accessible to all. Career development is not only a private good, of value to individuals; it is also a public good of value to the country as a whole. It “provides the overall effectiveness of the diverse approach to career management consisting of career planning, career pathing and career development as pivotal to the overall corporate survival strategy of the organization” (Baruch and Peiperl, 2015).
Our focus is on career management as an integrated approach to achieving strategic organizational performance objectives of profit growth and market value. The study defines the career management process that plans and shapes the profession of an organization’s human resources and analyze career management program as part of the larger human resource system assisting employees to improve performance, clarify career options and align employee aspiration with organizational performance objectives of Nigerian institutions.
Our purpose is to measure the performance of selected Nigerian institutions by career management and development based on four key parts of the Human resource strategies which are Planning, Training and Development, Pay and Reward and Organizational Commitment. The motivation behind this is to understand the concept of career management and development which lead to efficient Human resource planning, succession planning, Pay and reward systems with proper understanding of the impact of different level of management in career management and development.
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How to cite this paper: Amaeshi, U.F. (2019). Career Management and Productivity in Nigerian Organizations; PM World Journal, Vol. VIII, Issue X, November. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/11/pmwj87-Nov2019-Amaeshi-career-management-and-productivity-in-nigeria.pdf
About the Author
Dr. Uzoma Francis Amaeshi
Federal University of Technology
Owerri, Imo State, Nigeria
Dr. Uzoma Francis Amaeshi is a senior lecturer in the department of Project Management Technology, Federal University of Technology, Owerri, Imo State, Nigeria. His doctoral work is in Management with areas of research interest that include: Human Resources Management; Organizational Development and Entrepreneurship development.
Dr. Amaeshi can be contacted at uzor1958@gmail.com.
