|Publication status||Published - 15 Nov 2019|
|Event||ISBE Conference 2019: SPACE – exploring new frontiers and entrepreneurial places - Crowne Plaza Newcastle, Newcastle upon Tyne, United Kingdom|
Duration: 14 Nov 2019 → 15 Nov 2019
|Conference||ISBE Conference 2019|
|Abbreviated title||ISBE 2019|
|City||Newcastle upon Tyne|
|Period||14/11/19 → 15/11/19|
Research output: Contribution to conference › Abstract › peer-review
This present study applies to the ISBE 2019 conference theme ‘SPACE – exploring new frontiers and entrepreneurial places’ as career management is viewed as a contemporary approach to employee performance management. Employee performance management techniques commonly used in literature include training, coaching, performance appraisal, communication, motivation, feedback and reward management. However, career management had not gained the anticipated attention by scholars and managers as an approach to employee performance management (Mark and Nzulwa, 2018). Existing career management practices in both theory and practice include mentoring, career counselling, succession planning, career workshop, performance appraisal as a basis for career planning and many others (Baruch and Budhwar, 2006). The type of career management practices employed by firms depend on their business model and distinctiveness as each firm has its unique challenges and strategic goals.
The aim of this study is to explore the impact of career management practices on employee productivity of service SMEs in North East England. And to develop a conceptual career management framework based on the empirics of the study. This study is an exploratory research adopting a qualitative approach. Method of data collection is by interview of 16 senior managers/HR Directors of service SMEs in the North East England. A semi-structured interview questionnaire acted as data collection tool during the interview process.
The study has theoretical and practical implications. Based on the critical review of literature, a relationship between career management and firm performance is evident which will be discussed in the paper. This study builds on extant frameworks of career management. Although, frameworks have been developed in studies examining the relationship between career management and employee performance in the public sector (Yahya and Meruda, 2004; Napitupulu et al, 2017), very few have been developed with a focus on the relationship between career management and organisational performance in the SMEs service sector. This study develops a framework that links career management with organisational performance with job satisfaction, affective commitment and perceived organisational support serving as mediating variables. The framework acts as the contribution of the study to the current body of knowledge. The study has practical implications for managers and organisations implementing or aiming to implement career management practices. The findings of the study suggest that managers and organisations can adopt career management practices as an approach to promote employee engagement and commitment. Thus, leading to employee satisfaction and motivation resulting in increased productivity and retention of highly skilled and committed workforce. The retention of highly skilled and committed workforce therefore leads to sustained competitive advantage which in the long-run leads to improvement in overall organisational performance. In the context of policy implications, the study findings will support policy makers an insight into career management in SMEs and should serve as a guide during the decision making process on human resource and career management within the SMEs sector.