CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
In this age of globalization and technology development, organization may deal with some difficulties that would certainly provide an unfavorable impact to employees' career. For that reason, organization play a big role in handling employees' career that can aid to develop their knowledge, skills and capabilities (KSA). Career management is a procedure that includes organization planning, developing and execution of career practices that can help employees to achieve their goals. Organization career management can be considered as formal tasks (training programs, career planning) and informal tasks (mentoring, networking opportunities). As specified by Naqvi et al (2013), formal and informal tasks of career management can aid the employees to benefit from opportunities in the organization.
Career management is a process of work skill enhancement of an individual reached in in an effort to attain the career that he desires (Rivai, 2009). Based on the meaning, it can be concluded that they really feel their band position does not fit with their assumption. Lack of obstacles, absence of self-development, and lack of possibilities to develop deal with the theory of career management. The management career is really expected by every employee due to the fact that with the career management, an employee will get better rights compared to what he gets beforehand either monetary rights, such as income raise, facility fixation, and so forth or the non-monetary rights such as social condition, satisfaction, and more.
In an attempt to develop employees' career, organization ought to ensure their career management planning involved both individual and organization needs. This processes not only can make employees to really feel valued in the organization, however it likewise can increase employees' satisfaction. Usually, employees' career satisfaction can be determined with the employees' job satisfaction (Rahim & Rohaida, 2015). A research study carried out by Tresna et al (2019) discovered that when the employees received better career management, the satisfaction towards the job is high. According to Dorasamy and Letooane (2015), employees are pleased with their job if the organizations develop their career by offering training, providing opportunities to apply their new skills and knowledge towards their jobs when they can achieve their career objectives. Simply put, employees would certainly be satisfied with their jobs when they have become more professional and knowledgeable as a result of undergoing the trainings and development programs.
Organisations are, to a larger degree today compared to before, stepping away from the conventional view of providing job security and promotional chances in exchange of employees' loyalty, trust, and dedication to the organisation (Thite, 2001). A new viewpoint on the relationship between organisations and people has rather developed, suggesting a shift away from the view of having a "job for life" towards a need for being "employable". Consequently, the psychological agreement between the relevant parties in the employment relationship was rewritten and new job duties and responsibility areas for both employers and employees have been taken into consideration (Rousseau, 1996). The new psychological contract can be suggested to emphasise the significance for both parties taking responsibility for, and being positive in, the development of one's career. Whereas the individual no longer can be passive and rely on the employer to ensure a future within the organisation, the employer ought to ensure that efficient career management strategies are implemented with the goal of inspiring, developing, and retaining employees in pursuit of essential business goals. Based on the explanation above, the researcher is interested in carrying out a research study on the influence of organisational career management and employee career satisfaction in GTCO Plc.
1.2 Statement of the Problem
In spite of the emerging balance of responsibility for career management, concerns have been raised in the adjustments in the nature of careers and employment relationships this suggests that neither organisations nor people ought to be connected or dedicated anymore (Meyer & Allen, 1997). Although it might appear as if the significance of satisfaction has become less important in today's working life, Maria Rønn (2010) concluded that there are a number of reasons why the study of satisfaction still makes up an essential role in understanding the employment relationship. Initially, since organisations are becoming smaller, the employees continuing to be in these organisations become more important and the organisation ought to have the ability to trust and depend on them. Second, the large numbers of organisations that are making use of consultants are still interested in knowing how satisfaction develop and are maintained, also if this kind of satisfaction may last for a shorter period of time. Finally, satisfaction is a natural component of life and people will constantly be committed to something, whether this is an employer, organisation, occupation or career. Hence, the reason for the study on the influence of organisational career management and employee career satisfaction in GTCO Plc.
1.3 Objectives of the Study
The main objective of this study is to examine the influence of organisational career management and employee career satisfaction by using GTCO Plc as a case study. However, the specific objectives include:
i) To understand the relationship between organisational career management and employee career satisfaction
ii) To assess the relationship between career management behaviour and career satisfaction
iii) To examine the level of employees’ perceived career satisfaction
1.4 Research Questions
This study shall provide answers to the following research questions:
i) What is the relationship between organisational career management and employee career satisfaction?
ii) What is the relationship between career management behaviour and career satisfaction?
iii) What is the level of employees’ perceived career satisfaction?
1.5 Research Hypotheses
The following statements will be considered to be the formulated research hypotheses for this study:
i) There is a significant relationship between organisational career management and employee career satisfaction.
ii) There is a significant relationship between career management behaviour and career satisfaction.
1.6 Significance of the Study
The findings from this study will help organisations and individuals to invest more on career development. It will also be used for reference of HR development systems in organising career development programmes by considering all aspects of internal and external factors to achieve the positive impact on employee satisfaction. From an organisational perspective, investing in career management programmes will surely enhance employees' career satisfaction and thereby leading to improved organisational performance.
Also, it will help employees to develop a procative personality to fulfill their responsibility for the organisation and also strengthening their skills required to develop their own career. Organisational career management can supply many benefits to both employees and organisations. Not only can it provide opportunities for the individua to develop his/her career, can also spport the culture and maintain talent within an organisation. Employees may enhance their own career satisfaction by participating in career management behaviours.
1.7 Scope of the Study
The study is on the influence of organisational career management and employee career satisfaction at GTCO Plc. Therefore, the staff of five branches of GTCO Plc in Lagos State shall be used as sample for this study.
