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Article
Publication date: 23 May 2022

Aqsa Mehreen and Zulqurnain Ali

The purpose of this study is to examine how employee development factors directly influence succession planning and indirectly improve employee performance using the…

Abstract

Purpose

The purpose of this study is to examine how employee development factors directly influence succession planning and indirectly improve employee performance using the tenets of human capital theory. Moreover, whether succession planning enhances employee performance or not?

Design/methodology/approach

Using the time-lag method, this study collected data from bank employees and tested the proposed model and hypotheses in Mplus.

Findings

The results from 239 participants highlight that succession planning improves bank employee performance. Employee orientation and training and development are positively linked to succession planning and employee performance. Succession planning mediates the association between employee development factors and employee performance.

Practical implications

The research assists bank management to promote a learning culture for developing their human resources to realize their organizational goals. The findings exhibit that succession planning generates a pool of skilled and talented employees, which creates a competitive edge for banks having skilled employees and reduces recruitment costs. Banks to save human recruitment costs. Moreover, bank managers can solve the issue of sudden vacant positions and provide excellent customer service.

Originality/value

Retaining talented individuals has remained a challenging task for organizations in the current business environment. The research contributes to theoretically and empirically exploring the association between employee development factors (training and development and employee orientation) and employee performance via succession planning to retain talented employees in the organization.

Details

Industrial and Commercial Training, vol. 54 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 2022

Ashly Pinnington, Hazem Aldabbas, Fatemeh Mirshahi and Tracy Pirie

This study aims to investigate the relationship between different organisational development programmes (360-degree feedback; Coaching; Job assignment; Employee assistance…

Abstract

Purpose

This study aims to investigate the relationship between different organisational development programmes (360-degree feedback; Coaching; Job assignment; Employee assistance programmes; On-the-job training; Web-based career information; Continuous professional development; External education provision) and employees’ career development. The implications of the moderating effects of gender on the relationships between these eight organisational programmes and career development are assessed.

Design/methodology/approach

To examine hypothesised relationships on eight organisational programmes and career development, this paper computed moderated regression analyses using the PROCESS macro (3.5), for a two-way analysis of variance (Hayes, 2018). The data collected are based on a survey sample of employees (n = 322) working in Scotland.

Findings

Two main findings arose from this empirical study. First, there are significant direct relationships between seven out of the eight organisational development programmes and their influences on employees’ career development. Second, gender is a significant moderator for four of the programmes’ relationship with career development, namely, coaching, web-based career information, continuous professional development and external education provision. However, gender failed to moderate the four other programmes’ (i.e. 360-degree feedback, job assignment, employee assistance programmes and on-the-job training) relationship with career development.

Originality/value

This paper concludes that closer attention should be given to the organisational design of these development programmes and consideration of potential gender differences in employees’ perception of their importance for career development in their organisation. To date, the majority of research in the literature has concentrated on the impact of training on career development, so this study contributes to the body of knowledge on a set of organisational development programmes and their effect on career development moderated by gender.

Details

Journal of Workplace Learning, vol. 34 no. 5
Type: Research Article
ISSN: 1366-5626

Keywords

Open Access
Article
Publication date: 14 August 2021

Katarzyna Mikołajczyk

This paper aims to explore the direction and extent of changes in the approach of organisations to employee development that have occurred as a result of the COVID-19 pandemic.

15593

Abstract

Purpose

This paper aims to explore the direction and extent of changes in the approach of organisations to employee development that have occurred as a result of the COVID-19 pandemic.

Design/methodology/approach

This research is of a qualitative nature. The thematic exploration uses the analysis of findings from 19 in-depth interviews with experienced HR managers and is preceded by desk research.

Findings

The findings advance our understanding of how the COVID-19 pandemic has affected developmental processes in organisations. The results indicate, apart from the change in the form and methodology of employee trainings due to the pandemic, that employees also desire new subjects to aid their development. One also noticed decreased employee engagement and increased fatigue with the use of multiple, online development initiatives.

Practical implications

For learning and development (L&D) practitioners, there are implications in relation to tailoring developmental offerings to fit the needs of employees to help them to progress more in the course of their work. In this new reality, an agile approach to employee development can work much better. The activities of the L&D departments should also take into greater account the changing and unpredictable reality as well as the evolving nature of information and communication technologies (ICT). The COVID-19 pandemic may contribute to the analysis and modernisation of existing offerings for development in organisations and foster a culture of lifelong learning.

Originality/value

This research makes an important contribution to the literature by examining the impact of situational context on modifications in development activities undertaken in organisations. The results indicate the need to change the existing role of L&D teams in organisations, taking into account the maximum use of e-learning potential, while understanding its limitations. It can be assumed that while the pandemic develops, designing hybrid learning will become even more important and L&D professionals will focus on combining the flexibility of self-training and available online resources with highly engaging real-world experiences.

Details

European Journal of Training and Development, vol. 46 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 29 January 2021

Hasaranga Dilshan Jayathilake, Dazmin Daud, Hooi Cheng Eaw and Nursyamilah Annuar

The purpose of this article is to demonstrate a conceptual framework on employee development, organizational performances and retention of Generation-Z employees in the…

6424

Abstract

Purpose

The purpose of this article is to demonstrate a conceptual framework on employee development, organizational performances and retention of Generation-Z employees in the new normal environment beyond the COVID-19 pandemic.

Design/methodology/approach

With referring to the present literature and utilizing social-exchange and human needs approach, from this study, the authors illustrate a conceptual framework with democratize learning, reverse mentoring and intrepreneurship as key modifications for employee development perspective to retain Generation-Z employees and enhance organizational performance to secure the competitiveness.

Findings

Democratize learning, reverse mentoring and intrapreneurship have a significant potential impact on enhancing Generation-Z employees' development which may effect on attaining better organizational performance and employee retention. In addition, organizational performance may have a moderating effect on employee intention to stay longer.

Research limitations/implications

The proposed conceptual framework would be empirically validated in future research.

Practical implications

Based on the framework, the authors suggest approaches for Generation-Z specific retention strategies on upgrading the employee development subcategory under human resource function in terms of minimizing the disadvantages that are associated with the work from home concept in a post-COVID-19 pandemic era.

Originality/value

One of the very first studies to propose a holistic framework on employee development that subsequently impact on retaining Generation-Z employees in a pandemic situation. This article enriches the human resource management literature by explaining the novel moderating relationship that articulated from organizational performance to employee retention and focussing on Generation-Z employees (younger generation employees).

Details

Benchmarking: An International Journal, vol. 28 no. 7
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 27 November 2019

Haozhe Chen, Stefan E. Genchev, Geoff Willis and Benjamin Griffis

The purpose of this paper is to empirically investigate the antecedents and impacts of a largely overlooked concept, employee development, within the challenging area of…

Abstract

Purpose

The purpose of this paper is to empirically investigate the antecedents and impacts of a largely overlooked concept, employee development, within the challenging area of returns management.

Design/methodology/approach

The proposed relationships are validated through structural equation modeling analysis with survey data collected in India.

Findings

Combining the ability–motivation–opportunity model in human resource management and the theoretical tenets associated with dynamic capabilities, the authors confirmed that supply chain learning, returns management orientation and information support are important antecedents of returns management employee development. In turn, the findings suggest that, as a dynamic capability, returns management employee development positively impacts a firm’s returns management and market performance.

Practical implications

To successfully tackle the challenges related to handling returns, companies must focus their resources not only on new technologies and related processes, but also on employee training and development as well.

Originality/value

Although recruiting and retaining talent in supply chain management has long been recognized as a serious global challenge, no previous research has empirically studied employee development practices in the returns management context.

Details

The International Journal of Logistics Management, vol. 30 no. 4
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 3 April 2017

Siew Chin Wong, Roziah Mohd Rasdi, Bahaman Abu Samah and Nor Wahiza Abdul Wahat

The purpose of this paper is to examine the effects of organizational-related variables and the moderating role of career strategies on protean career among employees.

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Abstract

Purpose

The purpose of this paper is to examine the effects of organizational-related variables and the moderating role of career strategies on protean career among employees.

Design/methodology/approach

Research data are gathered from a sample of 306 employees in 18 electrical and electronics multinational corporations (MNCs) in Malaysia. Partial least squares structural equation modeling (PLS-SEM) is used to examine the influences of organizational-related factors and the moderating role of career strategies on protean career.

Findings

The results demonstrate that organizational-related variables, namely, employability culture and mentoring are viewed as potential predictors of protean career. There are significant moderating effects of career strategies on the relationship between both employability culture and mentoring toward protean career among employees.

Research limitations/implications

This paper provides an empirical framework to explain protean career based on the review of career-related literatures.

Practical implications

The findings provide implications to both organizations and human resource development practitioners on new career trends of protean career. Practical interventions are suggested to assist individuals and organizations toward protean career development.

Originality/value

This paper offers new insight into the predicting factors of protean career and its moderating role on career strategies.

Details

European Journal of Training and Development, vol. 41 no. 3
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 8 June 2015

Paul J Davis

– Demonstrates how to build commitment and retain employees through a career-development strategy.

19544

Abstract

Purpose

Demonstrates how to build commitment and retain employees through a career-development strategy.

Design/methodology/approach

Shows how organizations often mismanage career development and how they could do better.

Findings

Describes the five “Ps” of poor career development, the foundations of a career-development strategy and a number of career-development activities.

Practical implications

Highlights the importance of beginning early, communicating clearly, partnering employees, facilitating internal movements and taking action frequently.

Social implications

Advances the view that employee disengagement and high employee turnover are expensive and often avoidable.

Originality/value

Argues that the lack of career development continues to be a major cause of employee dissatisfaction and turnover and shows how this can be avoided.

Details

Human Resource Management International Digest, vol. 23 no. 4
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 1 October 1998

Jane Yarnall

Following a critical review of current literature on the role of line managers in career development, the article reports on research which examined the extent to which…

3281

Abstract

Following a critical review of current literature on the role of line managers in career development, the article reports on research which examined the extent to which employee participation in voluntary career activities is affected by differing levels of management support. Using data from 281 service company employees, this longitudinal study investigated the relationship between three variables ‐ management attitudes towards career development, management support for voluntary career development interventions and employee career satisfaction ‐ in relation to participation in a career programme. The results revealed that, counter to that predicted by the literature, high levels of management support did not encourage greater participation by employees, while negative management attitudes did. Career satisfaction was also shown to be significantly correlated to both management support and management attitudes. The consequences for practitioners designing and implementing career development programmes are highlighted.

Details

Personnel Review, vol. 27 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 26 September 2008

Thomas N. Garavan, John P. Wilson, Christine Cross, Ronan Carbery, Inga Sieben, Andries de Grip, Christer Strandberg, Claire Gubbins, Valerie Shanahan, Carole Hogan, Martin McCracken and Norma Heaton

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It…

8039

Abstract

Purpose

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

Design/methodology/approach

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

Findings

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

Originality/value

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

Details

Journal of European Industrial Training, vol. 32 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 1 June 2005

J. Bruce Prince

The employee selection process has generally focused on the near‐term performance potential of internal candidates in filling vacant positions. This research addresses the…

3365

Abstract

Purpose

The employee selection process has generally focused on the near‐term performance potential of internal candidates in filling vacant positions. This research addresses the potential influence of adding a career development emphasis to the employee transfer decision process. In a career‐focused transfer process the applicants' individual career development needs and growth opportunities are a key basis for internal selection decisions.

Design/methodology/approach

Using web‐based survey methodology, a US financial services firm is used to evaluate the relationship between the use of career‐focused employee transfer criteria and key employee attitudes.

Findings

The study finds that the use of career‐focused processes are positively related to employees' developmental opportunity satisfaction and perceived support for career development. Regression analyses finds that these two attitudes mediate the positive relationship between the use of career‐focused transfer criteria and perceived organization support (POS). Other research efforts (e.g. Allen and Shore) have linked POS to a variety of positive outcomes, including lower employee turnover. Past research, however, has not considered how specific human resource practices can be the basis for the development of key attitudes.

Research limitations/implications

This research – while limited due to it cross‐sectional methodology – builds on that stream of research by focuses on the design of the employee transfer process and how it can be a key practice for achieving a developmental focus and associated benefits.

Originality/value

The results suggest that focusing on performance potential of applicants and career‐focused criteria are not necessarily antagonistic but can be used jointly to make internal selection decisions.

Details

Career Development International, vol. 10 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

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