A CRITICAL ASSESSMENT OF THE ROLE OF CAREER MANAGEMENT AS A CATALYST OF EMPLOYEE RETENTION IN THE PUBLIC SECTOR OF CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the Study

Several organizations both public and private are contemplating career management as a strategic approach to tackle significant organizational difficulties. However, successful organizations adopt career management strategies to reduce conventional high turnover rates and absenteeism by focusing on-the-job training, development, and its crucial role in promoting learning and career progression. Hence, it is crucial to integrate career development into other strategies of human resource management to improve performance and cultivate employee satisfaction (Ugoanie, 2018). Furthermore, managers employ organizational career management techniques to nurture employees with the objective of safeguarding and improving the company's market position (Mugaa, Guyo & Odhiambo, 2018). Nevertheless, it is crucial to synchronise an individual's professional ambitions with the labour demands of the organization. Connecting such a strategy to individual career requirements not only positively impacts organizational performance and employee retention (De Vos & Cambre, 2017). Employee retention is defined as an organization's ability to retain its employees. It can also be termed as a process in which resources are motivated and encouraged to stay in the organization fora longer period of time for the sustainability of the organization. Additionally, Kakui and Gachunga (2016) asserted that contemporary firms are placing greater emphasis on augmenting their employees' career advancement to optimize employee performance in the present and future. In their study, Mugaa, Guyo, and Odhiambo (2018) found that employees' confidence and loyalty are strengthened when they believe that the company actively supports their professional and career growth. This, in turn, leads to higher employee performance. Similarly, Bibi, Ahmad, and Majid (2019) in their study, discovered that organizations that use strong career management systems are more likely to have content and dedicated employees that exhibit higher degrees of loyalty towards the organization. Moreover, even when a company is eager to improve employee retention and organizational performance, the insufficient implementation of career development programmes continues to be one of the top five challenges that companies encounter, resulting in a significant turnover of employees (Guan, Zhou, Ye, Jiang & Zhou, 2018). According to Armstrong & Taylor (2018), human resources are the most strategically important asset for any business. Hence, the lack of sufficient career advancement prospects at universities leads to discontent and reduced effectiveness among faculty members, ultimately affecting their inclination to remain in those institutions (Umar, Shamsudin, Subramaniam & Johari, 2019). In their study, Hassan, Baharom, and Mutalib (2017) found that academic staff at Nigerian universities face a dearth of assistance for their professional and career development. Frequently, they fail to engage in obligatory training sessions, and when they do, the allotted funding for such trainings and conferences is insufficient to pay the costs (Ojediran, 2016). According to Adenike (2021), academic professionals do not feel that they receive enough assistance from the organization. Consequently, these problems lead to subpar performance and efficiency in the fields of research, volunteer work, teaching, and ultimately, a desire to quit the organization. Nevertheless, career management plays a crucial role in boosting employee retention in the public sector of Cameroon. It contributes to maintaining a stable workforce, improving organizational performance, and facilitating effective public service delivery. Public sector organizations can enhance their ability to attract, retain, and develop skilled people by investing in career development opportunities and executing methods to keep employees. This, in turn, will contribute to the socio-economic growth of the country and improve governance effectiveness. This position has an influence on a range of individuals and groups, such as public sector organizations, government agencies, professional associations, academic institutions, consulting firms, and citizens. It emphasizes the significance of working together to advance career management and employee retention in the public sector. Therefore, a survey will be conducted in order to critically assess the role of career management as a catalyst of employee retention in the public sector of Cameroon.

1.2 Statement of the Problem

Career management is an HR strategy that aids in employee retention. Several studies have cited it as a crucial approach for staff retention (Musa, Ahmed & Bala, 2014; George, 2015; Connolly & McGing, 2017). Studies have shown that a lack of opportunities for professional advancement within a company leads to a high percentage of employee turnover (Presbitero, Roxas & Chadee, 2016). Armstrong (2016) agrees that the lack of a clearly defined career path or opportunities for advancement is a significant factor in the low retention of employees. Furthermore, implementing career development programmes in a firm yields several benefits, including the ability to retain top-performing personnel, increase their dedication and productivity, reinforce the succession plan, and facilitate the transfer and preservation of knowledge. 

In their study, Rono and Kiptum (2017) proposed that professional development possibilities exerted a greater impact on employee retention than characteristics such as compensation, performance evaluations, communication, job responsibilities, and work-life balance. Beyond that, Rapuano (2020),in a study conducted discovered that career development is the most influential element in employee retention. This finding was based on an analysis of many aspects, including job satisfaction, career development possibilities, organisational commitment, and organisational repute.  According to Chen et al. (2016), career advancement was positively associated with job satisfaction and negatively related to employees' likelihood of quitting their positions. Nevertheless, in a study conducted by Yang and colleagues (2015), it was found that there is a correlation between the rise in employee retention and the availability of career advancement chances inside industries. Hence, it is in the light of these that the study seeks to critically assess the role of career management as a catalyst of employee retention in the public sector of Cameroon.

 1.3  Objectives of the Study

The main purpose of this study is to critically assess the role of career management as a catalyst of employee retention in the public sector of Cameroon. Specifically, the study will;

Determine the career management practices implemented in the public sector of Cameroon.

Evaluate the effectiveness of career management strategies in promoting employee retention in the public sector of Cameroon.

Investigate the relationship between career management and employee retention.

1.4  Research Questions

The following questions have been prepared for the study:

What are the career management practices implemented in the public sector of Cameroon?

How effective are career management strategies in promoting employee retention in the public sector of Cameroon?

What is the relationship between career management and employee retention in the public sector of Cameroon?

1.5 Research Hypotheses

H0: Career management does not significantly contribute to employee retention in the public sector of Cameroon.

Ha: Career management significantly contribute to employee retention in the public sector of Cameroon.

1.6 Significance of the Study

The research results will help Human Resource managers design and implement strategies to retain talented employees, reducing turnover rates and maintaining a skilled workforce. Additionally, leaders will use the results as a means to engage and motivate employees, promoting loyalty and commitment to the organization's mission and goals. Furthermore, subsequent researchers will use it as a literature review. 

1.7 Scope of the study   

The scope of this study is boarded on the role of career management as a catalyst of employee retention in the public sector of Cameroon. Empirically, this study will determine the career management practices implemented in the public sector,evaluate the effectiveness of career management strategies in promoting employee retention in the public sector and investigate the relationship between career management and employee retention.

Geographically, the study will be delimited to civil servants in Yaounde, Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Career management: involves the strategic planning, development, and implementation of actions by individuals to achieve their career goals.

Employee: is an individual who works for an organization or employer in exchange for compensation, such as wages or salary.

Employee retention: refers to the efforts and strategies implemented by organizations to retain their employees for an extended period

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