Relationship Between Organizational Career Management and Individual Performance

Authors

  • Khulida Kirana Yahya Faculty of Human and Social Development Universiti Utara Malaysia, Malaysia
  • Siti Zubaidah Othman Faculty of Human and Social Development Universiti Utara Malaysia, Malaysia
  • Nura Meruda Ph.D Student Universiti Utara Malaysia, Malaysia

DOI:

https://doi.org/10.32890/ijms2004.11.2.5

Keywords:

Organizational career management, performance

Abstract

This paper looks at organizational career management and individual performance among insurance salespeople in Kedah. The objective of the paper is to determine whether there is a relationship between organizational career management and individual performance. Organizational career management comprised measure of career management policies, career development, and career information while individual performance is measured in terms of the output performance. The questionnaire was developed and distributed to the sample. The sample comprised insurance salespeople working at an insurance company in Alor Setar. A total of 169 questionnaires were sent but only 57 were returned, thereby achieving a response rate of 33.7%. The result found that there was a significant relationship between organizational career management and individual performance. Therefore, it could be inferred that organizational career management is strongly associated to individual performance.

 

Downloads

Download data is not yet available.

References

Appelbaum, S. H., Arye, H. & Shapiro, B. T. (2002). Career management in Information Technology: A case study. Career Development www.ijms.uum.edu.my international, 7(3), 142-158.

Baruch, Y. (1999) Integrated career systems for the 2000s. International Journal Of Manpower, 20 (7), 32-457.

Baruch, Y. (1996). Organizational career planning and management techniques and activities in use in high-tech organization. Career Development International, 1 (1), 40-49.

Byars, L. L. & Rue, L. W. (2000). Human Resource Management: 6th (ed.). Boston: McGraw Hill.

Dreher, G. F. & Dougherty, T. W. (2001). Human resource strategy: A behavioral perspective for the general manager. Singapore: Mc-Graw Hill.

Feldman, D. C. (1988). Managing careers in organization. USA: Scott, Foresman and Company.

Fish, A. & Wood, J. (1993). A challenge to career management practice. The International Journal of Career Management, 5 (2), 3-10.

Gomez-Mejia, L. R., Balkin, D. B. & Cardy, R. L. (2004). Managing human resources. (4th ed.). Upper Saddle River, NJ: Prentice Hall.

Gould, S. & Penley, L. E. (1984). Career strategies and salary progression: A study of their relationship in a municipal bureaucracy. Organizational Behavior and Human Performance, 34, 244-265.

Jackson, C. (1991). Career development: The challenge for organizations. The international Journal Of Career Management, 3 (3), 17-25.

Langeland, K. L., Johnson, C. M. & Mawhinney, T. C. (1998). Improving staff performance in a community mental setting: Job analysis, training, goal setting, feedback, and years of data. Journal Of Organizational Behavior Management, 18 (1), 21-43

Mayo, A. (1991). Managing careers: Strategies for organizations. London: IPM Press.

Nik Kamariah, N. M. (1995). Determinants of sales performance in insurance industry: A cross-cultural comparison between the UK and Malaysia.Unpublised PhD Thesis. The University Of Aston Birmingham.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2000). Human Resource Management: Gaining a competitive advantage. (3rd ed.). Boston: McGraw Hill. IJMS 11 (2), 73-90 (2004) 89

Orpen, C. (1994). The effects of organizational and individual career management on career success. International Journal of Manpower, 15 (1), 27-37.

Pazy, A. (1987). Sex differences in responsiveness to Organizational Career Management. Human Resource Management, 26 (2), 243-256.

Poole, M. & Warner, M. (1998). The handbook of Human Resource Management: International Encyclopedia of Business and www.ijms.uum.edu.my Management. London: An International Thompson Publishing Company.

Roman, S., Ruiz, S. & Muneara, J. L. (2002). The effects of sales training on sales force activity. European Journal of Marketing, 36 (11/12), 1344-1366.

Steven, P. (1996). What works and what does not in career development programmes. Career Development International, 1 (1), 11-18.

Torrington, L. H. & Hall, L. (1998). Human Resource Management: (4th ed.). London: Prentice Hall.

Sekaran, U. (2003). Research methods for business: A skill-building approach.(4th edition) New York: John Wiley & Sons, Inc.

William, R. S. (1998). Performance management: Perspectives on employees performance. London: International Thompson Business Press.

Wilk, L. E. & Redmon, W. K. (1998). The Effects of feedback and goal setting on productivity and satisfaction of University Admission Staff. Journal Of Organizational Behavior Management, 18 (1), 45-68. 90 IJMS 11 (2), 73-90 (2004)

Downloads

Published

30-12-2004

Issue

Vol. 11 No. 2 (2004): International Journal of Management Studies (IJMS) Vol. 11, No. 2 December 2004

Section

Articles

Research impact

Harvested 2026-09-07
9 citations, from OpenAlex — the highest of the sources checked

Counts differ between services because each indexes a different body of literature. None of them is the whole picture.

Identifiers DOI 10.32890/ijms2004.11.2.5 OpenAlex W2119602129

Most read articles by the same author(s)