Career Development Practices and Employee Performance in Murang’a Water and Sanitation Company Limited in Kenya

Christine Syombua Kathukya; Caroline Igoki

doi:10.37284/eajbe.7.2.2423

Christine Syombua Kathukya Murang’a University of Technology
Caroline Igoki, PhD Murang’a University of Technology

##plugins.pubIds.doi.readerDisplayName##: https://doi.org/10.37284/eajbe.7.2.2423

##share.article##:

Résumé

Career development encompasses a range of practices designed to enhance employees' skills, knowledge, and competencies, enabling them to progress in their careers. As organizations strive for competitive advantage in a rapidly changing labour market, fostering employee growth has become a strategic priority. The purpose of this study was to determine the effect of career development practices on employee performance in Murang'a Water and Sanitation Company Limited in Kenya. The study had a target population of 150 employees working in MUWASCO. The researcher employed a census sampling technique and used self-administered questionnaires in data collection. Data analysis was conducted using SPSS version 22, which involved both descriptive and inferential statistics. The study found that career management, planning, and counselling significantly influenced employee performance, with career counselling emerging as the most effective practice at MUWASCO. Regression analysis indicated that changes in career development practices would impact employee performance. The study concluded that there is a positive and statistically significant relationship between career development practices and employee performance. The findings indicate that effective career development initiatives lead to increased employee engagement, motivation, and job satisfaction, all of which contribute to enhanced performance. Therefore, it is recommended that MUWASCO invest more resources in skills development, offer incentives to encourage participation in development programs, establish clear career guidance policies, and organize regular seminars, mentorship programs, and conferences. Additionally, adopting a variety of career development practices, such as job rotation, career progression ladders, job enrichment, and succession planning, could help achieve optimal performance.

##plugins.generic.usageStats.downloads##

##plugins.generic.usageStats.noStats##

Références

Adekola, B. (2011). Career Planning and Career Management as Correlates for Career Development and Job Satisfaction a Case Study of Nigerian Bank Employees. Australian Journal of Business and Management Research, 1(2), 100–112

Afifah, M. (2011). The Influence of Motivation, Compensation, and Career Development on the Performance of Vocational High School Teachers at Nusantara. Journal of the Department of Management, Faculty of Economics and Business, Syarif Hidayatullah State Islamic University."

Akkermans, J., Nykänen, M., & Vuori, J. (2015). Practice makes perfect? Antecedents and consequences of an adaptive school-to-work transition. In Sustainable working lives (pp. 65-86). Springer, Dordrecht.

Akpan, J. W., Owhor, A. G., & Nsikan, E. J. (2017). Workplace mentoring strategies and sustainable commitment of university teaching hospital staff in south region of Nigeria. Global Journal of Medical Research, 17(7), 26-34.

Al Ahbabi, S. A., Singh, S. K., Balasubramanian, S., & Gaur, S. S. (2019). Employee perception of impact of knowledge management processes on public sector performance. Journal of Knowledge Management, 23(2), 351-373.

Armstrong, M., & Brown, D. (2019). Strategic Human Resource Management: back to the future. Institute for Employment Studies reports, 1(1), 1-36.

Dastisheh, A., & Farooq, M. (2018). Antecedents of Employees’ Performance in Malaysia IT Industries. IOSR Journal of Business and Management, 20(7), 52-60.

Fahim, M. G. A. (2018). Strategic human resource management and public employee retention. Review of Economics and Political Science, 3(2), 20-39.

Fountain, L. T. (2018). Mentoring elements that influence employee engagement. Walden Dissertations and Doctoral Studies Collection at ScholarWorks, Walden University

Gaebel, M., Zhang, T., Bunescu, L., & Stoeber, H. (2018). Learning and teaching in the European higher education area. New York: European University Association asbl.

Hammond, H., & Churchill, R. Q. (2018). The role of employee training and development in achieving organizational objectives: A study of Accra Technical University.

Kaseger, Regina, G. (2013). Career Development and Self-Efficacy on Employee Performance at PT. Matahari Department Store Manado Town Square. Journal Emba, 1(4), 906–916.

Kollom, K., Tammets, K., Scheffel, M., Tsai, Y. S., Jivet, I., Muñoz-Merino, P. J., & Ley, T. (2021). A four-country cross-case analysis of academic staff expectations about learning analytics in higher education. The Internet and Higher Education, 49, 100788

Kudret, S., Erdogan, B., & Bauer, T. N. (2019). Self‐monitoring personality trait at work: An integrative narrative review and future research directions. Journal of Organizational Behavior, 40(2), 193-208.

Lyria, R. K., Namusonge, G. S., & Karanja, K. (2017). The effect of career management on organizational performance of firms listed in the Nairobi Securities Exchange. Journal of Human Resource and Leadership, 1(3), 31-42.

Mandhanya, Y. (2015). Training and development strategies: Motivational tool for increasing employee retention.

Matla, S. J. (2019). An investigation of the job satisfaction of teachers at well-performing secondary schools in the Gauteng Province (Doctoral dissertation, North-West University).

Muntz, J., Dormann, C., & Kronenwett, M. (2019). Supervisors’ relational transparency moderates effects among employees’ illegitimate tasks and job dissatisfaction: A four-wave panel study. European Journal of Work and Organizational Psychology, 28(4), 485-497.

Muspawi, M. (2017). Managing Staff Career Planning in an Organization. Scientific Journal of Batanghari University Jambi.", 17(2), 103–110.

Navaid, N. (2015). Impact of Individual Career Planning On Employee Career Development: A Study of Banking Sector of Karachi. 1- INTRODUCTION. International Journal of Management Sciences and Business Research, 4(10), 99–114

Ngeny, E. K. (2022). Effects of Infrastructure Development, Human Capital Development, and Foreign Direct Investment on Housing in Kenya (Doctoral dissertation, University of Nairobi).

Otera, C. (2018). Job satisfaction and employee performance in the Telecommunication sector in Kenya: A case of Telkom Kenya Ltd. Unpublished thesis. Kenyatta University, Kenya.

Paposa, K. K., & Kumar, Y. M. (2019). Impact of Training and Development Practices on Job Satisfaction: A Study on Faculty Members of Technical Education Institutes. Management and Labour Studies, doi:10.1177/0258042 x19851649.

Pradhan, R. K., & Jena, L. K. (2017). Employee performance at workplace: Conceptual model and empirical validation. Business perspectives and research, 5(1), 69-85.

Puffer, K. A., Brooks, R., & Davis, E. (2023). Predicting Religious Undergraduates’ Career Development: The Salient Roles of Religious Calling, Life Satisfaction, and Quest Religiosity. Religions, 14(5), 629.

Rbu, J. S. Ȋ, Popa, M., & Pipaș, M. D. (2014). Professional Career Planning - Practice and Results. International Journal of Academic Research in Business and Social Sciences, 4(7), 350–362. https://doi.org/10.6007/IJARBSS/v4-i7/1014

Sheraz, F., Batool, S., & Adnan, S. (2019). Employee’s retention and job satisfaction: Mediating role of career development programs. The Dialogue, 14(2), 67-78.

Tajeddini, K., Martin, E., & Ali, A. (2020). Enhancing hospitality business performance: The role of entrepreneurial orientation and networking ties in a dynamic environment. International Journal of Hospitality Management, 90, 102605.

Thant, Z. M., & Chang, Y. (2021). Determinants of public employee job satisfaction in Myanmar: Focus on Herzberg’s two factor theory. Public Organization Review, 21(1), 157-175.

Van Vianen, A. E., Rosenauer, D., Homan, A. C., Horstmeier, C. A., & Voelpel, S. C. (2018). Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate. Human Resource Management, 57(2), 583-599.

Walden, J., Jung, E. H., & Westerman, C. Y. (2017). Employee communication, job engagement, and organizational commitment: A study of members of the Millennial Generation. Journal of Public Relations Research, 29(2-3), 73-89.

Worotitjan Feidy Ch., Adolfina, Walangitan M., D. (2016). Education Level, Training, and Career Development (A Study on Their Influence on Employee Performance at the Provincial Disaster Management Agency of North Sulawesi). Journal of Scientific Efficiency."