Relationship Between Career Management And Organizational Commitment Of Secretaries In Ambrose Alli University Ekpoma, Edo State

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Relationship Between Career Management And Organizational Commitment Of Secretaries In Ambrose Alli University Ekpoma, Edo State


Abstract


This study was carried out to examine the relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State. Specifically, the study was set to ascertain whether there is a significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State, find out if individual career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State, find out if organizational career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State, and find out whether effective career management practices are adopted in Ambrose Alli University Ekpoma, Edo State. The survey design was adopted and the simple random sampling techniques were employed in this study. The population size comprise of some selected secretaries in Ambrose Alli University Ekpoma, Edo State. In determining the sample size, the researcher conveniently selected 41 respondents and 35 were validated. Self-constructed and validated questionnaire was used for data collection. The collected and validated questionnaires were analyzed using frequency tables. While the hypotheses were tested using Pearson correlation statistical tool SPSS v23. The result of the findings reveals that there is a significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State. The study also revealed that individual career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State. Therefore, it is recommended that employers need to recognize that employees are organizations’ most important assets. They should be provided with programmes for personal and career development. This entails, long range planning for career development programme including ways of securing union support. To mention but a few.


Table of Content


  • Title Page
  • Certification
  • Dedication
  • Acknowledgement
  • Table of Content
  • List of Tables
  • Abstract

Chapter One:

Introduction

  • 1.1 Background of the Study
  • 1.2 Statement of the Problem
  • 1.3 Objective of the Study
  • 1.4 Research Questions
  • 1.5 Research Hypothesis
  • 1.6 Significance of the Study
  • 1.7 Scope of the Study
  • 1.8 Limitation of the Study
  • 1.9 Definition of Terms
  • 1.10 Organisations of the Study

Chapter Two:

Review of Literature

  • 2.1 Conceptual Framework
  • 2.2 Theoretical Framework
  • 2.3 Empirical Review

Chapter Three:

Research Methodology

  • 3.1 Research Design
  • 3.2 Population of the Study
  • 3.3 Sample Size Determination
  • 3.4 Sample Size Selection Technique and Procedure
  • 3.5 Research Instrument and Administration
  • 3.6 Method of Data Collection
  • 3.7 Method of Data Analysis
  • 3.8 Validity of the Study
  • 3.9 Reliability of the Study
  • 3.10 Ethical Consideration

Chapter Four:

Data Presentation and Analysis

  • 4.1 Data Presentation
  • 4.2 Analysis of Data
  • 4.3 Answering Research Questions
  • 4.4 Test of Hypotheses

Chapter Five:

Summary, Conclusion and Recommendation

  • 5.1 Summary
  • 5.2 Conclusion
  • 5.3 Recommendation
  • References
  • APPENDIX
  • QUESTIONNAIRE

Chapter One


Introduction

1.1 Background of the Study

The new economy has changed the way organizations are structured and managed (Arthur, Inkson, & Pringle, 1999). It has also modified employee–organization relationships (Coyle-Shapiro, Shore, Taylor, & Tetrick, 2004) and raised questions about how career management activities now fit into the exchange relations between employees and organizations. Gone are the days when one’s career was tied to a single organization, as career change and job mobility have become common phenomena (Rousseau, 1998). These changes have influenced both individuals and organizations. Research has shown that career growth is one of the most important factors cited by students in their job choice decision (Hu, Weng, & Yang, 2008). Today, however, individuals seeking to gain personal career growth can do so across different organizations, if such opportunities are lacking within their current employer, making organizational commitment less salient to these individuals. Loss of such talent, on the other hand, is detrimental to organizations, so organizations strive to prevent such talent loss by developing a committed workforce.

Bits and pieces of research suggest that career management has a bearing on organizational commitment. Alvi and Ahmed (1987), in a study of 2000 Pakistani employees, found that employees who perceive high promotional opportunities in their organization have higher levels of organizational commitment. Personal development opportunity (Liu & Wang, 2001), promotion equity and training (Long, Fang, & Ling, 2002) and opportunity for learning (Ng, Butts, Vandenberg, DeJoy, & Wilson, 2006) have independently been shown to affect employees’ commitment to their organizations. Such research suggests that, in general, the ability of employees to personally grow and manage within their places of employment affects their psychological attachment to employers. Moreover, this research suggests that organizations can influence employee commitment by recognizing and rewarding such growth. What is less clear are the specifics associated within this relationship. For example, organizational commitment is a multi-dimensional concept, so the question of which dimensions of commitment are affected by career growth remains. Moreover, career management can also be viewed as a multi-dimensional construct. Weng and Hu (2009) suggest that career management consists of meeting career goals, developing one’s professional abilities and receiving promotions and compensation commensurate with those abilities. These aspects of career growth may differentially affect organizational commitment. Our purpose is to measure the performance of selected secretaries in Ambrose Alli University Ekpoma, Edo State by career management.


1.2 Statement of the Problem

It is clear from the recent changes in work environment that Career management is a critical career issue of the next decade and whose consequences on organizations cannot be down played (Salami 2010). Despite the various reward and remuneration packages implemented by Ambrose Alli University Ekpoma, Edo State to boost satisfaction and motivational levels among its secretaries there have been areas of dissatisaction, affecting employee performance. Discontent and poor performance has continued to manifest itself in the following indicators; poor supervision, poor workmanship, missed deadlines, customer complaints, frustrations and stress on concerned staff due to pressure from below and above, reworks, long outages in electricity supply, long response time in terms of service dc~very and electrical accidents. The consequences thereof have resulted into high operational costs such as payroll costs inform of overtime, man-hours lost on re works, material costs inform of wastage, loss of revenue due to outages or missed deadlines, high medical bills incurred by staff involved in accidents, compensations to members of public injured in electrical accidents and poor publicity in print, electronic and social media.

According to Heilman, Holt, Rilovic (2008), many of the undesirable work outcomes such as low satisfaction, high stress, poor performance, withdrawal symptoms, low organizational commitment and increased turnover limitation are attributed to Career plateauing. Thus career management affects the performance of employees and ultimately the performance of the organization. This means that if the critical ink between the executive and operational staff is dissatisfied and not performing, then the organization’s performance is likely to suffer largely in terms of delivery of the five key components of performance – planning, monitoring, developing, rating and rewarding. Unfortunately organizations are yet to understand key underlying factors that lead to Career management, especially among secretaries. This is supported by Tremblay, Roger ~2004) who in a study established that Career management could be explained when an analysis is done by adding moderating variables on its relationship and employee performance; hence the need for this study to examine the relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State.


1.3 Objective of the Study

The broad objective of this study is to examine the relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State. Specifically the study seeks to:

  1. Ascertain whether there is a significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State.
  2. Find out if individual career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State..
  3. Find out if organizational career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State.
  4. Find out whether effective career management practices are adopted in Ambrose Alli University Ekpoma, Edo State.

1.4 Research Questions

The research is guided by the following research questions:

  1. Is there any significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State?
  2. Does individual career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State?
  3. Does organizational career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State?
  4. Does effective career management practices are adopted in Ambrose Alli University Ekpoma, Edo State?

1.5 Research Hypothesis

  • Ho: There is no significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State.
  • Ha: There is a significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State.

1.6 Significance of the Study

The findings of this research shall be used by government state sector specifically higher institution to evaluate the effect of Career management and organizational commitment as they come up with various strategies to cope with it in their respective organizations. The study findings shall help the management of similar organizations such as Ambrose Alli University Ekpoma, Edo State, to mention only a few, to come up with informed decisions concerning career management and organizational commitment among their secretaries. Further researchers shall use the findings of this research as reference as they embark on similar studies, this study having contributed to operational definition of concepts, literature and methodology.


1.7 Scope of the Study

The scope of the study borders on the relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State. However the respondents for this study will be obtained from some selected secretaries in Ambrose Alli University Ekpoma, Edo State.


1.8 Limitation of the Study

The following factors poses to be a limitation during the course of this research

Financial constraint

Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).

Time constraint

The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.

Respondent attitude

The majority of respondents failed to collect the questionnaires, and those who do collect them pay close attention to filling out and returning them, while others do not return theirs at all. Others were less accommodating and may have provided untrustworthy information because they were afraid of being exposed, despite the researcher’s promise that all information would be treated with the utmost secrecy and only for education purposes.


1.9 Definition of Terms

Career Management:

Is the process of planning an employee’s progress towards a professional goal and then acting on those plans through a variety of methods.

Organizational Commitment

Organizational commitment refers to the connection or bond employees have with their employer (the organization).


1.10 Organization of the Study

The study is categorized into five chapters. The first chapter presents the background of the study, statement of the problem, objective of the study, research questions, the significance of the study, scope/limitations of the study, and definition of terms.

The chapter two covers the review of literature with emphasis on conceptual framework, theoretical framework, empirical review, and chapter summary. Likewise, the chapter three which is the research methodology, specifically covers the research design, population of the study, sample size determination, sample size, and selection technique and procedure, research instrument and administration, method of data collection, method of data analysis, validity and reliability of the study, and ethical consideration.

The second to last chapter being the chapter four presents the data presentation and analysis, while the last chapter(chapter five) contains the summary, conclusion and recommendation.


Chapter Five


Summary, Conclusions and Recommendations:

5.1 Introduction

This chapter summarizes the findings on relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State. The chapter consists of summary of the study, conclusions, and recommendations.


5.2 Summary of the Study

In this study, our focus was to examine the relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State. The study is was specifically carried out to ascertain whether there is a significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State, find out if individual career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State, find out if organizational career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State, and find out whether effective career management practices are adopted in Ambrose Alli University Ekpoma, Edo State.

The study adopted the survey research design and randomly enrolled participants in the study. A total of 35 responses were validated from the enrolled participants where all respondent were some selected secretaries in Ambrose Alli University Ekpoma, Edo State.


5.3 Conclusions

Based on the findings of this study, the researcher concluded that;

  1. There is a significant relationship between career management and organizational commitment of secretaries in Ambrose Alli University Ekpoma, Edo State.
  2. Individual career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State.
  3. Organizational career management strategy significantly influence secretary’s commitment in Ambrose Alli University Ekpoma, Edo State.
  4. Effective career management practices are adopted in Ambrose Alli University Ekpoma, Edo State.

5.4 Recommendations

Based on the findings of the study, the following recommendations are proffered.

  1. Employers need to recognize that employees are organizations’ most important assets. They should be provided with programmes for personal and career development. This entails, long range planning for career development programme including ways of securing union support.
  2. Employees should be provided with information on opportunities that exist within the company for job expansion and upward mobility or expansion.
  3. Employees should be given many and varied experience to enable them develops and better equips them with job related skills.

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