IMPACT OF CAREER MANAGEMENT ON ORGANIZATIONAL PERFORMANCE
CHAPTER ONE
1.1. INTRODUCTION
The imperative of modern human resources practice articulates an integrated approach to manpower planning and administration as a corporate survival strategy. Career management as part of a larger human resource system must ensure that business objectives are acted and delivered to acceptable standards. The alignment therefore of employees needs an aspiration with organizational needs is imperative to achieving strategic organizational performance as profit, growth and market value. Combs, Crook and Shook (2005) identify four organizational performance dimensions; consisting of profitability, liquidity, growth and stock market performance. Mohrman and Mohrman (1995) emphasizes on performance management in career management as “managing the business”, in other words, it is what line managers do all the time. As a result of this history of performance management over the last couple of decades we have seen performance management progress from a human resource policy firmly within the revect of the Human Resource department to a business process that is central to aligning activity with strategic goals and is as much about managing the business as it is about directing people and controlling the flow of training or reward to attaining strategy organizational performance.
Career management is the process which plans and shapes the profession of individuals within an organization in accordance with organizational needs and objectives. According to Baron and Greenberg (1990, page 320) a typical career management programme as part of the larger human resources system involves efforts aimed at helping employees to assess their own career, strengths and weakness; set priorities and specific career goals, provides information on various career path and alternatives within the organization and offer employees yearly reviews of their progress towards these goals by managers who have received training in conducting such assessment.
