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Abstract
The study examines career management and employee job satisfaction in selected state offices of commercial banks in Port Harcourt. The descriptive and survey method was employed. The study was designed to focus on selected State Offices of Commercial Banks in Port Harcourt which include First Bank, Guarantee Trust Bank and Union Bank PLC Port Harcourt, Rivers State. The population of the study was made to be one hundred (100) First Bank = 30, Guarantee Trust Bank = 30 and Union Bank = 20. The Yaro Yemens formula was used to determine the sample size of 80. A self-designed questionnaire on career management and employee job satisfaction was used and administered for the collection of data from the respondents which include selected State Offices of Commercial Banks in Port Harcourt. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. Findings reveal that there is a significant relationship between career management and employee job satisfaction in selected State offices of Commercial Banks in Port Harcourt. Based on the findings of the study summary, conclusion and recommendations were made that commercial Banks should enhance self-assessment strategy and to boost employees’ dedication and commitment to efficiently deliver good customer service. This will improve the sector’s image, commercial Banks should set goals for individual employees as it will help to bring out the best in individual employees in their services and commercial Banks will draw an action plan as it will help to lists what steps must be taken in order to achieve a specific goal.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract ix
Table of Contents x
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problems 4
1.3 Objectives of the Study 5
1.4 Research Questions 5
1.5 Significance of the Study 6
1.6 Scope of the Study 6
1.7 Limitation of the Study 7
1.8 Definition of Terms 8
CHAPTER 2 10
LITERATURE REVIEW 10
2.1 Conceptual Framework 10
2.1.1 Concept of Career Management 10
2.1.2 Dimension of Career Management 15
2.1.3 Concept of Employee Job Satisfaction 16
2.1.4 Measures of Employee Job Satisfaction 19
2.1.5 Career Management and Job Satisfaction 20
2.2 Theoretical framework 21
2.3 Empirical Framework 22
CHAPTER 3 24
RESEARCH METHODOLOGY 24
3.1 Research Design 24
3.2 Population 25
3.3 Sample and Sampling Techniques 25
3.4 Data Collection 26
3.5 Data Analysis 26
CHAPTER 4 27
DATA PRESENTATION AND ANALYSIS 27
4.1Questionnaire Administration and Retrieval 27
4.2 Data Analysis 28
4.3Discussion of Findings 33
CHAPTER 5 36
SUMMARYS, CONCLUSIONS AND RECOMMENDATIONS 36
5.1 Summary 36
5.2 Conclusions 36
5.3 Recommendations 37
Bibliography 38
Appendix I 41
Appendix II 42
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
In the business world, the main purpose of the organization is profit and efficiency. Satisfaction in general and job satisfaction is strictly connected to the human nature and the wellbeing of the human being. If we consider the question of satisfaction from different angles, we can state that it has many levels. From an individual point of view, one has physiological needs such as: eating, drinking and like those physiological needs, job satisfaction is a mainstream element in a job selection. So, an individual is choosing his or her future career on very basic human necessities. In this context, selection of a job will be considered in a way of how prominent the career possibility is.
Job satisfaction is expressed as the “pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating one’s job values” (Locke 1969). This is also corroborated by Callaghan and Coldwell (2014) and Yadav and Aspal (2014). Job satisfaction is viewed as a function of diverse specific satisfactions and dissatisfactions that emerges as a result of different dimensions of work that theemployee experienced (Rehman et al. 2010; Bustamam et al. 2014).
Lumley, (2011) underline that there are nine facets of job satisfaction: pay, promotion, benefits, contingent rewards, operating procedures, supervision, co-workers, nature of the work and communication. Job satisfaction is employees’ feelings concerning their jobs. Job satisfaction is hence a function of the perceived relationship between employees’ anticipations in relation to the job and what they in fact gain from that job, as well as the meaning or value that employees attribute to their jobs (Ko, 2012). Job satisfaction commonly expresses employees’ emotional (both positive and negative) reactions towards their job (Köroğlu, 2011). One of the ways an organization can enhance employee job satisfaction is through career management.
Nowadays, managers and employers understand that they cannot obtain a good performance from their employees in a platform where both personal career management and organizational career management practices are absent. They realized that developing new methods is necessary, and they must make a fundamental change in this matter. Otherwise, it is likely that their competitors will discover the secret power of workers and act already. One of the roles of the human resource department is to help employees consider potential career routes (Agba, 2010).
Career management is made while taking the person’s personality traits, professional interests and other factors mentioned above into consideration. Therefore, goals in business life which is accordance with these factors may be determined. Career management may simply be defined as the personal decision of a working person during his or her career path. According to another definition, it involves the process of achieving one’s career goals and the activities placed for obtaining these goals (Aytaç, 2005). From a broader perspective, it means the systematic efforts spent by employees to identify the results of the coherence and incoherence between what they want to do and what they have done after evaluating their education in the past, in the present and intended for the future, and also their trainings, personal traits, skills, experiences, choices and expectations (Geylan, et al., 2013).
Organizational Career Management has been defined as sequences of formal and less formal activities of an organization related to the career development of its employees (Baruch & Peiperl, 2000). Therefore, organizational career management increases both employee effectiveness and organizational effectiveness. Orpen (1994) has studied organization career management’s distinct and joint effects on the career success of employees and hypothesized the relationship between individual career management and career effectiveness, and between joint responsibility and career effectiveness. In this study, Orpen (1994) emphasized that organizational career management comprises a variety of policies and practices that purposely built by organizations to develop the career efficiency of their employees. According to Yalçın (1994), career management is expressed as a part of the career development program of the business, and includes the actions and plans that need to be conducted by the organization career management, involving skill, expectation and interest analysis and it is a process that cannot be done by just the organization or just a person. In this process, human resources play an active role. Management determines career planning program, provides information about the available positions in the organization or the ones to be opened, observes and evaluates the performances of the workers, creates training programs in line with the needs of employees and concordantly, contributes to the development of the workers in workflow. Pearson and Ananthram (2008) state that better outcomes are to be expected by matching individual and institutional needs. Karakurum (2005) points out greater levels of value similarity between employee and the organization is related with greater levels of job satisfaction. Therefore, matching personal and organizational goals might lead to increasing satisfaction of employees; on the other hand, differences between personal and organizational goals might lead toincreasing dissatisfaction of employees. From the foregoing therefore, the study seeks to examine the relationship between career management and employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt.
1.2 Statement of the Problems
In the business world where competition, change, the value of intellectual capital is continually increasing, organizations try to survive and be successful. To achieve this, the quality and the speed of production need to be increased. To achieve the intended level in factors such as creativity, change, quality and speed which are the building blocks of an organization is strongly related with good and proper use of human resource. Moreover, Ko (2012) underlined that career management includes planning and professional knowledge and independence to improve creativity, job performance, and innovation. Given that labor capital gives a great advantage in competitive environments, it has become urgent for organizations to use more efficient human resources policies for hiring skilled workers and retaining them in the workplace. They invest in human resources development programs such as offering permanent learning for employees to improve present abilities and add new ones. Employees, then, perform efficiently, and this leads organizations to have a competitive advantage (Lee& Bruvold, 2003, p. 983). Now, financial possibilities are not enough for organizations to keep their skilled employees, they also need to provide non-financial possibilities (giving authority or responsibility, appreciation, right to speak, etc.). It is only possible if they try to achieve the goals and values of the organization with their employees based on the DNA of the organization. In this point, organizational job satisfaction gains importance. Therefore the study is determined to examine the relationship between career management and employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt to fill the gap in literature.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between career management and employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt. The following objectives are to be achieved:
- To examine the relationship between self-assessment and employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt.
- To examine the relationship between goal setting and employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt.
- To examine the relationship between action planning and employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt.
1.4 Research Questions
The following research questions are posed to guide the study:
- To what extent does self-assessment associate with employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt?
- To what extent does goal setting associate with employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt?
- To what extent does action planning associate with employee job satisfaction in selected state offices of Commercial Banks in Port Harcourt?
1.5 Significance of the Study
This study is of tremendous benefit it first; it will unravel how the factors that affect career prospects in an organization, the study would be beneficial to:
The result of this study will benefit human resources managers because it will highlight the career path and development policy affecting the organization. It will also enable management to identify the factors that affect career management.
Also this study will be significant to the regulatory professional bodies. It would enable them to design a favourable career management structure for their organizations.
The study will also help researchers who are willing to contribute to the body of knowledge and future research on same or similar topic who would find this episode as a reference tool.
The general public who would use this as a guide in career decision.
1.6 Scope of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves an investigation to ascertain the relationship between career management and employee job performance The independent variable is career management measured by equity, need fulfillment and value attainment. While dependent variable is career management, measures by self-assessment, goal setting and action planning.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to selected state Offices of Commercial Banks in Port Harcourt which include First Bank, Guarantee Trust Bank and Union Bank PLC Port Harcourt, Rivers State.
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.
This study involves an investigation of career management in relation to employee job satisfaction. Hence it is a micro level study.
1.7 Limitation of the Study
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.
Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and compilation of data for the project.
1.8 Definition of Terms
The following terms are operationally defined as follows:
ACTION PLANNING
An action planning is a document that lists what steps must be taken in order to achieve a specific goal.
Career Management is the sequences of formal and less formal activities of an organization related to the career development of its employees.
CAREER MANAGEMENT
Career can be described as a series of positions occupied by an individual throughout his or her lifespan. Career is the constant progress, experience and skill acquisition of a person in a specific work field.
EMPLOYEE JOB SATISFACTION
Employee Job satisfaction commonly expresses employees’ emotional (both positive and negative) reactions towards their job.
EQUITY
Fairness and impartiality towards all concerned, based on the principles of evenhanded dealing. Equity implies giving as much advantage, consideration, or latitude to one party as it is given to another.
GOAL SETTING
It is the process of deciding what you want to accomplish and devising a plan to achieve the result you desire. Goal setting is an important part of business planning. Goal setting involves the development of an action plan designed to motivate and guide a person or group toward a goal.
NEEDS FULFILLMENT
It is the situation in which the worker has the feeling of being happy and satisfied with his life because he is doing interesting, useful, or important things.
SELF-ASSESSMENT
It is the process of looking at oneself in order to assess aspects that are important to one’s identity.
VALUE ATTAINMENT
Value attainment is the importance an employee attach to the task as it relates to their conception of their identity and ideals or their competence in a their work environment.