职业生涯规划外文翻译文献

1、 职业生涯规划外文翻译文献在 此 输 入 你 的 单 位 名 称 职业生涯规划外文翻译文献文献标题：probing the effects of career planning and reward on employeeperformance and retention: an empirical examination（职业规划与报酬对员工绩效与留任影响的实证研究）文献出处：asian journal of multidisciplinary studies,2017, 5(3):1-8字数统计：英文 2137单词，11986字符；中文 3659汉字外文文献：probing the eff

2、ects of career planning and reward on employeeperformance and retention: an empirical examinationabstract the goal of this paper is to determine whether career planningand reward are in anyway related to employee performance. it also examineswhether career planning and reward relate to employee rete

3、ntion. a sampleof 300 workers of the ministry of education sokoto in nigeria waspurposively selected. it is assumed that supporting the career plans ofworkers in the said ministry deserves an immediate attention because theirinitiative could usher in the needed change in salvaging the educationsyste

4、m from becoming the shadow of its former self. in the end, the resultsindicate that two out of the three speculated relationships areestablished as been significantly correlated and one appearedinsignificant. thus, managers and administrators in public organizationsare encourage to ensure good caree

5、r planning and adequate reward in orderto promote high employee performance and retention.keywords: career planning, reward, employee performance, employeeretention. even though the concept of career planning has become a scorching topicofconcern in recent years yet, it remains a paucity of rigorous

6、 academicliterature on the subject. again, a great deal of interest in careerplanning around the globe has been bisected with myriad of confusions inits conceptual definitions and inconclusive and conflicting findings.this is perhaps very true as the concept is measured in many varied ways.the funda

7、mental nature of career planning is to create an avenue whereemployees are availed with the opportunity to contribute theirinitiatives that will one way or the other impact positively onorganizational goals. it is no longer a secret today that organizationsparticularly in the nigerian context hardly

8、 engage all their employeesin to full organization activities, and some moderately do. the fact isthat there is always a demarcation between those favored the activelyinvolved and those that are unprivileged- passively involved.it is an unremitting decorous procedure that aims at developingemployees

9、 and organization requirements. for an organizationalcontinuity and employee retention to be attained leibowitz andschlossberg (1981) argued, career planning is by far very paramount. fromthe perspective of organization, an employee receives the basic directionon potential career routesto attain car

10、eer goals. after all, it is partof organizations desire for continuity, instigating and communicatingcareer alternatives to employees. it is also stressed that organizationsought to provide an environment that will smooth the growth of careerdevelopment by employees (golden et al., 2006). more so, t

11、he concept ofcareer planning refers to a sort of progression through which employees device their career goals and tactically builds up a ample plan forattaining those goals (byars & rue, 2004).again, viewed differently from the employee point of view, it has beenmade clear that career scheduling is

12、 more of an individual duty than itis of any of the remaining stakeholders (i.e. head of department) thus,vigilant and mindful preparation rests wholly with the individualemployee (nura & osman, 2013). despite the fact that it is more ofindividual responsibility, career planning requiresorganization

13、s to provide experts to guide employees through theirchosen careers (hong et al., 2000).kasprisin et al., (2003) and antonia (2010) added that even theemployees of department are very strong sounding boards who direct andwatch their subordinates on how to go in relation to their careerdevelopment pr

14、ocesses and assist the employees competently to appraisecareer decisions. career development differs among organizationsdepending on their level of complexity and significance they accord careerplanning.2.2.career planning and employee performancethe thought of successful connection between career p

15、lanning andemployee performance depends largely on the organization s aptitude totransit their employees from a mere customary pattern of anticipation toan enhanced duty that ushers the growth and development of their career(martin, romero, valle & dolan, 2001). it has been so much argued thata glow

16、ing articulated employee career planning system enablesorganizations to ably utilize the human assets by corresponding the skills,knowledge, and objectives of individuals to those of the organizations.more so, it helps the organizations have efficient and point strikingdecisions on issues regarding

17、employee involvement, maintenance and retention (thite 2001, kapel & shepherd 2004; kaye, 2005). no wonder,purcell (2006) also pointed out that previous researches havecontinuously established links between career planning and employeeperformance.when employees are in the heart of a career shift, th

18、ey repeatedlymirror on the innovation and become more skilled and committed due to thefact that they have the needed support to usher in positive changes totheir respective duties. nura and osman (2013) pointed out that with asound career plan employees become very fervent about their work whichwill

19、 certainly reflect positively both from individual and organizationalperspectives. in a similar fashion, it has been detailed in previousstudies that the role career planning plays in securing improvedperformance is very complex, holistic and continuous. it attracts thesequalities because of its emi

20、nence in developing precision on goals andensures erudition from the past experiences ofothers; it also becomes all-encompassing and uninterrupted becauseit seeks out challenging tasks in the work with the aim of profferinglasting solutions (nura, 2013; nura & osman, 2013). these sightedarguments le

21、d to the formulation of the first hypothesis:h1: that career planning and employee performance are significantlycorrelated.there is this popular contention that one of the best ways to captureemployee demands, commitment and performance is by understanding theirinclinations towards salary. this argu

22、ment finds support in the issuesraised by armstrong (2006; 2008) that employees with certain expertiseoften make continuous demands for reward preferences which organizationslisten and act upon. similarly, it has also been argued that reward plays a paramount role in successful career planning for a

23、cademics by ensuringa pay for performance plan that will assist them to rise up to the peakof their careers (nura & lawal, 2013) . this argument is based on the beliefthat it encourages individual improvement, it facilitates healthycompetition among employees and it brings about commitment in ones j

24、ob.on the basis of these elaborations, the second hypothesis is stated:h2: that there is a significant relationship between reward andemployee performance.a number of disputations such as in miller et al. (2006), robbins andcoulter (1996) point out that when organizations fully understand the needof

25、 their employees challenges of maintaining them and satisfying becomerelatively easy. in other words, organizations inability to understandthe need of their employees warrants in ability to satisfy them whichincludes in ability to properly and adequately plan for their careerdevelopment, which is wh

26、at cury et al. (2002) refer to as“incompletemotivational climate”, it will generate apprehension, conflicts are boundto occur and retaining employees becomes a greater challenge.in the same dimension, nura and osman (2013) attribute lost of skilledworkers to potential competitors to lack of good car

27、eer planning. whenorganizations loseemployees, the consequences are grave. this could be simplified bysaying they lose resources, knowledge and experti which perpetuallyaffects the progress of the organization. these losses as extensivelydiscussed by scholars, could be avoided if organizations under

28、stand theiremployees and have a plan for their career progression. the abovementioned arguments support the formulation of the third hypothesis: h3: that there is significant correlation career planning and employeeretention.employee retention remains very critical and potential fororganizations in

29、the contemporary world of today. it is even moreparamount when organizations contend insistently for talented employeesor market or both. as elaborately discussed by scott et al (2003)organizations struggle to retain those employees that are high flying andwho possess the requisite potentials for or

30、ganizational advancement inwhichever way possible and salaries are part of the strategies used. moreso, it has been buttressed that a reasonable number of employees areretained through salary increment (nura & osman, 2013; oconnell & kung2007). in a similar approach, other scholars like armstrong (2

31、008),chhabra (2005), jones and george (2006), believe spirited compensationand welfare packages such as salary, bonuses, stock options, and healthschemes and retirement packages are some of the means organizationsutilize to be ableto keep employees onboard. these evidences led to thestatement of the

32、 forth hypothesis:h4: that reward and employee retention are significantly correlated.3.methodologythis research is a survey and cross sectional research and the dataused for this study were collected in february and may 2015 using aquestionnaire instrument that was distributed to 300 employees of t

33、heministry of education sokoto. from the 300 questionnaires distributed 209usable questionnaires were duly filled and returned, a response rate closeto 70% percent. to be able to determine the consistency of the surveyinstrument, a check was conducted on the content validity. all the items used in t

34、he questionnaire were adopted from different sources where theirvalidity havebeen established and already accepted in the literature. constructinternal consistency was further assessed using the computed cronbachs alphas and construct composite reliability. to further consolidate theauthenticity of

35、the instrument scales, discriminant validity was alsoexamined.this relationship between career planning and employee performanceis found significant in this study. the finding concurs with those of kumarand swetha (2011), kaye (2005), patrick and kumar (2011) who in theirindividual studies discovere

36、d that be short of career planning obstructsemployee performance. of course, the act of managing and supervisingemployees towards the realization of their individual career goals is onething capable of guaranteeing their obligation towards organizations.interestingly so, this study finds support in

37、the extant literatures suchas bakker et al (2004), harter et al (2002) who pointed out that thereis a significant association between career planning and employeeperformance. little wonder then therefore that several organizationsthese days assign lots of capital in developing the careers of theirem

38、ployees to be able to dig out the best in them. the next paragraphdiscusses the finding on the second hypothesis.the hypothesis on the relationship between career planning andemployee retention is found significant and supported in this study. thisfinding was backed up with the results of macey et a

39、l. (2009) who tintedthat organization ability to retain employees is principally determinedin the organization ability to show concern on employee career growth anddevelopment. in addition, more and london (2010) confirmed plainly in their findings that one of the easiest way to combat turnover inte

40、ntionsis by winning them their commitment and career planning in the opinionof nura and osman (2013) is one of the strategies involved. in the nextparagraph, the third finding was discussed.the results of hypotheses testing revealed that relationship betweenreward and employee performance is not sig

41、nificant in this study. theconcept of reward does not only mean pay but, a wide- rangingemploymentpackage (zaman et al., 2011). thefindings of this research contradict a number of literatures. forinstance, tantau et al. (2010), rayton (2003) and reddington (2005) allconsider that reward and employee

42、 performance have a well-builtconnection between them. this study found that reward has no significantinfluence on employee performance management because numerous recentstudies such as (nura& osman, 2012; nura & tabiu, 2013). the discussionthat follows was on the fourth finding of this study.this r

43、elationship is supported in this study. the finding of this studycorresponds with the opinion of schermehorn (2010) who pointed out thatexciting association attaches reward to employees desire to stay in anorganization. in addition, proper et al. (2009) sighted in nura and osman(2012) also found out that compensation influences employee behavior.although employees have diverse perception concerning reward, chiang andbitch (2008) reiterate that whether reward was presented in form offinancial or non financial structure, it is paramount because it iscapable of influencing employees ded