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Relationship Between Career Development And Employee Retention In Public Sector Organizations: Implication For A Timely Intervention
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In spite of the fact that, there are challenges in relationship between
employee retention and career development, HR executive find that
attracting and retaining is a problem because when employee leaves the
job, organization lost not only employee. But also lost the customers
and clients who were loyal with the talent is a problem because of
bounded rationality, particularly of cultural and social norms
associated with the country (Metcalfe 2008). Organizations are
employees, knowledge of production, current projects, competitor and
past history of the organization. Ineffective career development is a
problem that affects the retention of employees in the sense that
organizations quality of served and turnover would reduce which may stop
them not to retain employees. Unwanted turnover due to stress, how job
satisfaction, unsatisfactory working condition and inadequate benefits
may chase employee not to stay in an organization. Organizations make
enormous efforts to attract handfuls of employees and sustain them in
the organization. In today’s business scenario only high salary and
designation is not significant for employees to retain them in the
organization, but career development also play important role in their
retention. Career development in the organizations helps to retain the
talented employees because it gives imperative outcomes to employer and
employees. To gain and maintain competitive advantage, organizations
required talented and productive employees and these employees need
development to enhance and cultivate their competencies (Prince, 2005).
According to Silbert (2005), well skilled and talented workers may
easily find good job, position and workplace elsewhere; however the
effective way for retaining these talented employees is to enhance
friendly and close working environment and to promote leader support.
Career development provides opportunity to test employees abilities and
providing level of performance to enhance employees’ capability and make
them to stay in the organization.
This study provides an assessment of relationship between career development and employee retention in the public sector.
1.2 Statement of the Research Problem
In
any public sector organization, career development has become necessary
to serve as a way of improving employee talent and retention of
employee for the achievements of organizational objectives. In spite of
the role such career development has not adequately enhanced employee
retention in the public sector, this is as a result of poor training and
development in a public sector. Inadequate organizational capabilities
and the organizational competencies also affect career development and
employee retention. This is because organizational capabilities and
organizational competencies need right kind of human resource in order
to achieve organizational goal. As argued by Prahald and Hame (2000),
organizations that acknowledge and direct their organizational
competencies efficiently competes more productively and effectively.
Retaining employees is the key issue in current business environment.
Without well incorporated staff in the organization and putting their
greatest effort, success can never be long term. Problems existing in
the personnel or in a sense human capital, have unforeseen influences
that cause troubles with training, planning and decision making. So it
clarifies the reason why employees leave the organizations. Cole (2000)
stated that employees are more likely to stay with organizations that
give them the sense of pride and they will work to maximum potentials
due to some rationales as work climate, rewards, opportunities to
develop and grow and the work life balance (Madiha et al, 2009). Major
cost of organizations is due to more employees quitting the job, these
quit rates raise labor costs and lower organizational performance
(Norsworthy & Zabala 1986 cited in Batt, Colvin & Keefe, 2002).
Several factors e.g presence of challenging and meaningful work,
opportunities for development and growth, level of empowerment,
responsibility and managerial integrity and coordination affect the
employee retention in various organization (Birtet., 2004). Walker
(2001) determined that compensation and appreciation of the task
accomplished, challenging and meaningful work climate, learning
opportunities, and strong relationship with workers, better work life
balance, better coordination within the organization, are the key factor
that support retention. Factor such as poor rewards, poor style of
leadership, lack of development opportunities, poor working
environmental conditions directly affect employee retention (Hytter,
2007).
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