A. Organizations should make training and development of their employees a continuous activity.
B. Career development in organizations should provide a chance for employees to clarify their individual goals and identify what paths they can take within the organization to reach their objectives and earn valued rewards.
C. organizations should have to develop the knowledge management practices to enhance awareness regarding career development, sharing knowledge regarding career plans, career counseling and employee retention
75
D. Career development should be directly linked to the satisfaction of employee in a way that employees feel value from their supervisors and organization as their goals are being focused and achieved, they get recognition because along with their own goals organizational goals are also being satisfied
E. That capacity management should be enhanced to incorporate relevant trainings based on skills acquisition and utilization and such trainings programmes should be adequately sequenced according to assessed needs.
F. Top management should improve working conditions within the organisation. The working environment should be conducive for employee’s health and safety in the department
G. Top management should reduce staff turnover in order to improve organisational productivity by retaining the best employees.
76
REFERENCES
Abdalla, I., & Al-Hamoud, M. (1995): A Survey of Management Training and Development Practices in the State of Kuwait. The Journal of Management Development, 14(3), 14-25
Abdelkarim, A. (2001) UAE Labour Market and Problems of Employment of Nationals Dubai: CLRIM,
Aldefer, C. (1972) Existence, Relatedness, and Growth: Human needs in Organizational Settings New York: Free Pres
Allaire, Saralynn H., Jingbo Niu, and Michael P. La Valley (2005) Employment and Satisfaction Outcomes from a Job Retention Intervention Delivered to Persons with Chronic Diseases Rehabilitation Counseling Bulletin 48 (January): 100-109
Allaire, Saralynn H., Wei Li, & Michale P. La Valley (2003) “Work Barriers Experienced and Job Accommodations used by Persons
77
with Arthritis and other Rheumatic Diseases” Rehabilitation Counseling Bulletin 46 (April): 147-156
Allen, Natalie J., & John P. Meyer (1990) The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization Journal of Occupational Psychology 63: 1-18
Blake, R., & Mounton, J. (1978) The New Managerial Grid: Houston Gulf
Champagne, P., & McAfee, R. (1989) Motivating Strategies for Performance and Productivity New York: Qourum Commission on Accreditation for Law Enforcement, Inc. (1991) Standards for Law Enforcement Agencies: The Standards Manual of the Law Enforcement Agency Accreditation Program Virginia
Filipowicz, C. (1979, June) The Troubled Employee: Who’s Responsible? Personal Administrator, 24 (6), 17-22
78
Fink, S. (1992) High Commitment Workplaces New York: Qourum Gibbons, G. (1995, February) Career Development in Smaller Departments FBI Law Enforcement Bulletin, 16-18
Greenhaus, J.G., Callanan, G.A., & Godshalk, V.M. (2000) Career Management (3rd ed.) New York: The Dryden Press
Grossman, I., & Doherty, J. (1994, April) On Troubled Waters, Promotion and Advancement I the 1990s FBI Law Enforcement Bulletin, 10-14
Hall, D.T., & Associates (1986) Career Development in Organizations (1st ed.) San Francisco: Jossey-Bass Publishers
Herzberg, F., (1975) One more time: How do you Motive Employees?
New York: Harper & Row
79
Kapel, C., & Shepherd, C. (2004) Career Ladders Create Common Language for Defining Jobs Canadian HR Reporter, 14(12), 15-16
Kaye, B. (2005) Build a Culture of Development Leadership Excellence, 22(3), 18
Leibowitz, B., Frren, C., & Kaye, L. (1986) Designing Career Development Systems San Francisco: Jossey-Bass
Leibowitz, Z.B., Farren, C., & Kaye, B.L. (1988) Designing Career Development Systems (1st ed.) San Francisco: Jossey-Bass Publishers
Lewis, J., & Lewis, M. (1986) Counseling Programs for Employees in the Workplace Monterey: Brooks/Cole
London, M., & Stumpf, S.A (1982) Managing Careers Reading, M.A:
Addison-Wesley
80
Martin, A.F., Romero, F.P., Valle, Valle, C.R., & Dolan, S.L (2001) Corporate Business Strategy, Career Management and Recruitment: Do Spanish Firms Adhere to Contingency Model?
Career Development International, 6(3), 149-155
Maslow, A. (1954) Motivation and Personality New York: Harper &
Row
McDaniels, C., & Gysbers, N.C (1992) Counseling for Career Development (1st ed.) San Francisco: Jossey-Bass Publishers
McGregor, D. (1960) The Human Side of Enterprise New York:
McGraw-Hill
Myers, D. (1985) Employee Problem and Prevention Counseling Westport: Qourum
National Commission on the Public Services (1988) Survey of College Honor Society Members
81
Noe A.R. (1992) Journal of Organizational Behaviour, 17, 119-133 (1996)
Scheele, A. (1992, January) Should you Change your Job or your Career: Working Women, 17(1), 16
Schein, E. (1978) Career Dynamics: Matching Individual and Organizational needs California: Addison-Wesley
Shelton, S. (2001) The Effects of Employee Development Programs on Job Satisfaction and Employee Retention International Journal of Business and Public Management 3(2), Pp. 10-60
Stumpf, S.A. (1992) Career Exploration in the Encyclopedia of Career Decision and Work Issues Phoenix, AZ: Onyx Press
Stumpf, S.A., Colarelli, S.M., & Hartmann, K. (1982) Development of the Career Exploration Survey (CES) Journal of Vocational Behavior, 22, 1991-226
82
Tanmia Abdelkarim, A., & Haan, H. (2002) Skills and Training in the UAE: The need for and the Dimensions of Institutional Intervention Policy Research Paper No. 5 (Pp. 17) Dubai: Center for Labour Market Research and Information Abed, 1
Tanmia, Abdelkarim, A. (2002) Skills and Training in the UAE: The Need for and the Dimensions of Institutional Intervention Dubai:
Thite, M. (001) Help us but help yourself: The Paradox of Contemporary Career Management Career Development International, 6(6), 312-317
Umer & Akram (2011) Employee Retention in Business Process Outsourcing Industry in Pakistan Global Journal of Management and Business Research, 11(3), Pp. 92-98
Vroom. V. (1976) Work and Motivation New York: Wiley
83
Walia & Bajaj (2012) Impact of Human Resource Management (HRM) Practices on Employee Retention International Journal of Research in IT & Management 2(2), Pp. 836-847
Walker, J., & Gutteridge, T. (1979) Career Planning Practices: An AMA Survey Report New York: Amacom
Werther, W., & Davis, K. (1992) Personnel Management and Human Resources New York: McGraw-Hill
West, J., & Berman, E. (1993, September) Human Resources Strategies in Local Government: A Survey of Progress and Future Direction American Review of Public Administration, 23(3), 279
84
APPENDIX A
RESEARCH QUESTIONNAIRE FOR ACADEMIC STUDY Department of Public administration,
Faculty of Management Sciences, Usmanu Danfodio University,Sokoto,
Sokoto State.
Dear Respondent,
I am a final year student of department of public administration, faculty of management sciences Usmanu Danfodio University, Sokoto. I am carrying out a research on the subject“ relationship between career development and employee retention in the public sector: implication for a timely intervention. A case study of Cement Company of Northern Nigeria plc Sokoto (Sokoto Cement)” in partial fulfillment of the requirement for the award of B.Sc. Degree in Public administration.
Attached to this Letter is a questionnaire aimed at gathering some vital information to assist me complete the research work. Kindly respond to the statements/questions as freely as possible in the space provided. All information given will be treated with utmost confidentiality and will be used solely for the purpose of the research.
Thanks in anticipation of your co-operation
Yours Faithfully,
Usman Shawai
85
APPENDIX B
INTRODUCTION: DEMOGRAPHIC DETERMINANT OF THE RESPONDENTS
Please tick ( ) the correct answer and write where necessary.
SECTION A 1) Gender?
A. Male ( )
B. Female ( ) 2) Educational qualification?
A. O’ level ( )
B. ND/ NCE ( )
C. Bsc/ HND ( )
D. Post graduate qualification ( ) 3) Age?
A. 20 – 29 years ( )
B. 30 – 39 years ( )
C. 40 – 49 years ( )
D. 50 – and above ( ) 4) Marital Status
A. Single ( )
B. Married ( )
5) Length of service Years
A. 1-5 years ( ) B. 6-10 years ( ) C. 11- 15 years ( )
86
D. 16 years and above ( ) SECTION B
Question 6-18 will generate information on relationship between career development and employee retention in the public sector
6. Do you understand the meaning of career development and employee retention?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
7. Does career development has any impact on employee performance?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
8. Doescareer development is considered important factor in employee retention?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
9. Does career development enhances organization needs to start training and development programme?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
87
10. Do you agree that retention of talented employees is an advantage to an organization because employees’ knowledge and skills are central to a company’s ability to economically competitive?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
11. Labour turnover affect profitability in Cement Company of Northern Nigeria plc, Sokoto?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
12. Does ineffective organizational capabilities and capacities affect career development and employee retention in Cement Company of Northern Nigeria plc Sokoto?
A. Agree ( )
B. Disagree ( )
C. Undecided ( )
13. Does poor rewards and poor style of leadership affect employee retention in the public sector?
A. Agree ( )
B. Diagree ( )
C. Undecided ( )
14. Which of these type of training your organization may adopt to improve career development?
A. Orientation/Induction Training ( )