Global Journal of Management and Business Research, A: Administration and Management, Volume 21 Issue 12

b) Effect of Career Development on Employees Performance Career can be described as a series of positions occupied by an individual throughout his or her lifespan (Robbins & Coulter, 2002). Career is the constant progress, experience and skill acquisition of a person in a specific work field. Even though career in the general sense, is defined as the total of the jobs a person undertakes through his or her entire life, it has a meaning beyond and wider than this definition. The career of individuals is not only the jobs they have, but their training for fulfilling the expectation, goal, emotion and desires related to their job role and as a result, progressing in that workplace with the knowledge, skill, quality and desire to work (Yalçın, Akbin & Oral 1994). As noted by McMahon, Patton and Tatham (2003), career development is the series of activities or the ongoing/lifelong process of developing one’s career. It usually refers to managing one’s career in an intra- organizational or inter-organizational scenario. It involves training on new skills, moving to higher job responsibilities, making a career change within the same organization or moving to a different organization. Career development is an ongoing process of formalized effort by an organization that focuses on developing and enriching the organization’s human capital in light of both the employee’s and organization’s needs (Byars and Rue, 2008). According to the National Strategy for the Development of the social service workforce in Scotland (2005), employee development is the foundation on which the confidence and competence of individual staff is built. Aswathappa (2008) contends that individual interests, values, competencies, activities and assignments are essential for developing employees’ talent and skills. Employees are no longer satisfied with a job in the traditional sense of having a salary and benefits, but rather, a job that develops their talents for career growth. Unfortunately, most employers have failed to recognize this need and the tools and experiences they provide do not enable workers to develop in their career. Career development programs enable all the workers to make progress in the organization from the beginning. It also helps to determine career paths and remove all the obstacles against the progress of the workers. Additionally, it accelerates workflow in the organization by providing training for the personnel that go through a career stability and increasing work mobility. According to Armstrong (2008), career development is of great importance to both the individual employee and the organization. This is so because there is interaction between the organization for which he/she works and the development of the organization through the employee’s career. An employee develops his/her career through a continuous acquisition of managerial or professional skills and experience. Career development opportunities is one of the most important variables as employees are more conscious about their career so they prefer a job where they can get more opportunities to develop their skills. A company that wants to strengthen its bond with its employees must invest in the development of their employees (Zheng & Kleiner, 2001). To ensure that the talent pool supports the company’s overall strategy, the abilities of promising individuals should be shaped to correspond with the emerging leadership needs of the future (Fulmer, Stump & Bleak, 2009). Ongori and Agolla (2009), contend that lack of personal growth in organizations results in career plateau which in turn leads to increased employee intention to quit. Career development is an approach of an organization ensuring that people with the qualifications and experience are available when needed (Zheng & Kleiner, 2001). Using career development approach employers can coach the employee in his individual career planning and by realizing the plans of employees can plan the allocation of human resources. Thus, the career development is perceived like joint effort between the individual employee and the organization and often used to close the gap between current performances and expected future performance. When organizational career management practices meet employees pre- joining expectations (Sturges, 2008) this will enhance commitment, satisfaction and motivation. c) Effect of Coaching on Employees Performance Learning and performance improvement are the important parts of talent management. Because, employee training provides an organization has a skilled, motivated, and competent workforce. To develop the workforce of the organizations also implemented in different forms: formal educations and projects, coaching and mentoring (Frank & Taylor, 2004; Huang & Tansley, 2012; Iles, Preece, & Chuai, 2010). Particularly in leadership development process, training and coaching are considered as a key part of the organizations in terms of the talent management (Chugh & Bhatnagar, 2006). Hawkins and Smith (2013) defined the coaching “It is the focused application of skills that deliver performance improvement to the individual’s work in his or her organization, through robust support and challenge” (p.29). A coach takes a role to motivate employees and encourages them for developing skills. The best coaches are supposed to be empathetic, supportive, practical, and self-confident (Noe, 2012). Managers are allowed to set high standards and expectations, support development of employees, and manage performance by coaching. Once the expectations are clearly defined and employees are hold accountable, it makes the improvement of performance and interpersonal requirements (Manion, 2004). In order to have a successful talent management, it requires 25 Global Journal of Management and Business Research Volume XXI Issue XII Version I Year 2021 ( ) A © 2021 Global Journals Effect of Talent Development on Employees Performance; A Case study of Benue State University, Makurdi