AN ASSESSMENT ON THE EFFECT OF CAREER DEVELOPMENT ON

ORGANIZATIONAL PERFORMANCE: A CASE OF ALMASI BEVERAGES LIMITED

ZERUIAH KWAMBOKA OTWERE

A Research Project Submitted to the Board of Undergraduate Studies in Partial Fulfilment

of the Requirement of the Award of Diploma in Business Administration, School of
Business and Economics, Kisii University

DECEMBER, 2017
 DECLARATION AND RECOMMENDATION
DECLARATION
I declare that this Research Project is my original work and has not been presented for
examination in any other institution of higher learning or University for Diploma or Degree.

…………………………………. ………………………….
Signature Date
Zeruiah Kwamboka Otwere
CB01/10118/15

RECOMMENDATION
This Research Project has been submitted for examination with my approval as university
supervisor.

…………………………………. ………………………….
Signature Date
Mr. Justine Onyoni

Lecturer, School of Business and Economics

Kisii University

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 DEDICATION
This Research Project is dedicated to my dear parents for providing me with support both
financially and morally.

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 ACKNOWLEDGEMENT
First I would like to thank God for giving me strength and good health throughout Research
Project. I would like to express my appreciation for the support, advice and guidance I received
from my supervisor: Mr. Justine Onyoni of Kisii University. I thank him dearly for the time he
devoted to this study and the guidance he provided in the final preparation of this Research
Project. Last but not least I would like to acknowledge the efforts put by my colleagues for the
support they offered me through this period.

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 ABSTRACT
Employees are major assets of any organization; they play an active role towards company’s
success that cannot be underestimated. Equipping these unique assets through effective career
development becomes imperative in order to maximize the job performance. The general
objective of this study was to assess the effect of career development on organizational
performance. The specific objectives of the study were to find the effect of career planning on
performance of Almasi Beverages Limited, to establish the extent to which employees training
affect performance of Almasi Beverages Limited and to determine how career mentoring affect
performance of Almasi Beverages Limited. Descriptive research design was used in collecting
data from the respondents. The target population of the study was 113 employees from Almasi
Beverages Limited. Stratified random sampling procedure was used to select a sample size of 34
employees which was 30% of target population. Questionnaire was used as tool in collecting
data. Reliability of the instrument was ensured by test retest method while validity of the
instrument was ensured by seeking expert opinion of university supervisor. Collected data was
analyzed by use of weighted average and percentages then presented inform of frequency tables.
The study found that, the major factor that hindering effective career planning in Almasi
Beverages Limited is motivations. The company discusses career plans with staff before
decisions are taken on what is appropriate for both parties. The most effective internal method of
training in the company is coaching and workshop is the most effective external training methods
used by the company. Employees from the company get opportunity to upgrade and update
knowledge which contributes to organizational performance. The most effective mentorship in
the company is coaching. Career mentorship in the company increases employees effectiveness
and efficiency. It was concluded that there is relationship between career development and
organizational performance. It was recommended that, career development methods like career
counseling facilities, career mentors, career planning and training programs should be widely
adopted by organization as doing so would lead to improved organizational performance. The
management of organizations should consider organizing for trainings and seminars for the
employees this will help to increase employee skills, loyalty and competence making them more
willing to work harder for the success of the organization. Supervisors of organizations should
embrace career mentoring and coaching to prepare them for other positions.

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TABLE OF CONTENT

DECLARATION AND RECOMMENDATION.........................................................................ii

DECLARATION...........................................................................................................................ii

DEDICATION..............................................................................................................................iii

ACKNOWLEDGEMENT...........................................................................................................iv

ABSTRACT....................................................................................................................................v

LIST OF FIGURES......................................................................................................................ix

LIST OF TABLES.........................................................................................................................x

CHAPTER ONE

INTRODUCTION.........................................................................................................................1

1.1 Background of the Study.......................................................................................................1

1.2 Statement of the Problem.......................................................................................................3

1.3 Objectives of the Study..........................................................................................................3

1.4 Research Questions................................................................................................................3

1.5 Significance of the Study.......................................................................................................4

1.6 Scope of the Study.................................................................................................................4

1.7 Limitations of the Study........................................................................................................4

1.8 Assumptions of the Study......................................................................................................5

1.9. Operational Definition of Terms...........................................................................................6

CHAPTER TWO

LITERATURE REVIEW..............................................................................................................7

2.1. Concept of Career Development..........................................................................................7

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 2.2. Theoretical Review...............................................................................................................7

2.2.1 Reinforcement Theory.........................................................................................................7

2.2.2 Super’s Theory of Career Development..............................................................................8

2.3 Empirical Literature Review..................................................................................................9

2.3.1 Effect of career planning on organizational performance...................................................9

2.3.2 Effect of employees training on organizational performance...........................................11

2.3.3 Effect of career mentoring on organizational performance..............................................12

2.4 Conceptual Framework........................................................................................................14

CHAPTER THREE

RESEARCH METHODOLOGY...............................................................................................15

3.1. Research Design.................................................................................................................15

3.2. Study Area..........................................................................................................................15

3.3. Target Population................................................................................................................15

3.4. Sample size and Sampling Procedure.................................................................................15

3.5 Data Collection and Procedure............................................................................................16

3.6. Instrumentation...................................................................................................................16

3.6.1. Reliability of the Instrument.............................................................................................16

3.6.2. Validity of the Instrument.................................................................................................16

3.7 Data Analysis and Presentation...........................................................................................17

CHAPTER FOUR

DATA ANALYSIS, INTERPRETATION AND DISCUSSION...............................................18

4.1 Response Rate......................................................................................................................18

4.2 Demographic Characteristics of Respondents.....................................................................18

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 4.2.1 Respondents Age...............................................................................................................18

4.2.2 Educational Level..............................................................................................................19

4.2.3 Level of Experience...........................................................................................................20

4.3 Career Planning and Organizational Performance...............................................................21

4.4 Employees Training and Organizational Performance........................................................23

4.5 Career Mentoring and Organizational Performance............................................................25

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS..............................................27

5.1 Summary of Findings..........................................................................................................27

5.2 Conclusion...........................................................................................................................27

5.3 Recommendations................................................................................................................28

5.4 Suggestions for Further Studies...........................................................................................28

REFFERENCE............................................................................................................................29

APPENDICES..............................................................................................................................31

APPENDIX I: LETTER OF INTRODUCTION......................................................................31

APPENDIX II: QUESTIONNAIRE..........................................................................................32

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 LIST OF FIGURES
Figure 2.1: Conceptual Framework……………………………………………………………..14

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 LIST OF TABLES
Table 4.1: Response Rate……………………………………………………………………..18
Table 4.2: Age Category of respondents………………………………………………………18
Table 4.3: Level of education of employees ………………………………………………....19
Table 4.4: Years worked in the organization………………………………………………….20
Table 4.5: Major factors affecting career planning …………………………………………...21
Table 4.6: Effect of career planning on organizational performance………………………….22
Table 4.7: Most effective internal method of training for career development………………..23
Table 4.8 Most effective external method of training for career development ……………….24
Table 4.9 Most effective training benefit in improving organizational performance………….24
Table 4.10: Most effective form of mentorship in career development ………………………25
Table 4.11: Effect of career mentoring on organizational performance………………………26

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Workers in contemporary society are expressing a strong desire to pursue more than just a job.
They are looking for employment opportunities that promise an extension of their interests,
personality and abilities. Then want a variety of things from their jobs besides a pay cheque and
a few fringe benefits, and their loyalty to the organization depends upon the degree to which their
employer satisfies these wants (Bartlett, 2012). With improved living standards, workers are no
longer satisfied to have just a job and the usual fringe benefits. They want a career that expresses
their interests, personality, abilities and that harmonizes with their total life situation.
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, (Nzuve, 2007).

According to Armstrong (2004) 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 which may bring about rewards and promotion. Graham and
Bennett (2005) agree with this and contend that career development involves higher status and
responsibilities which can take place in one organization or through movement between
organizations or a combination of both. Employees could move from one institution to another
not necessarily in the same career, but probably from one field to another or from one level to
another, (Robbins, 2010).

Career development practices are key strategic considerations for all organizations regardless of
size, sector, market or profile. The development of the capacity and capability of the
organization’s managers has a fundamental impact on efficiency, effectiveness, morale and
profitability of an organization. High performing organizations increasingly pay close attention
to the validity of their recruitment practices and are becoming equally vigilant about developing
their employees‟ career in order to ensure they achieve optimum performance both in the present
and the future (Mwanje, 2010). Balaji (2004) emphasizes on the practice of providing internal

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promotions so as to create a feeling that career development offers good career growth
opportunity which, in his opinion, will motivate employees to remain in the origination.

In today’s competitive market, successful organization regardless of size need employees who
have the necessary knowledge and skills to make an effective contribution as drivers towards
achieving a competitive edge in the organization. Therefore, vision of a competent, confident,
loyal and valued workforce delivering high quality, person-centered services is rightly ambitious
(Oduma, 2014). Armstrong (2004) agrees and points out, that today’s dynamic environment
requires continuous professional and managerial development. Stakeholders should put in place,
if not already available, a range of structures and processes to support the development of the
workforce they need now and for the future. Pareek and Rao (2012) concur and argue that career
development of employees should be seen as an investment, not a cost; and that bad
performance, ignorance and low commitment to duty are very costly barriers in an organization.
It is pointed out that the key to high levels of performance lies in having employees who are
willing to work, are well managed, well led, well-motivated and are always re-skilling. Career
development covers an employee’s working life. It starts with, for example staff orientation, on-
job training, experience, short courses, professional courses, post graduate degrees or diplomas.
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, (Robbins, 2010).

Career development often used to close the gap between current performances and expected
future performance. Many employees in Organizations have trained but they have remained
stagnant with little evidence of career development. There is a level from which employees find
it difficult to move upwards or get promoted yet the organization needs employees who perform
their duties well. Lack of career development after training is a problem. However, how lack of
career development affects the motivation of employees remains not well understood in Kenya.
In addition the hindrances to career development are not known and the solutions to these
hindrances are not known either. If this problem continues and motivation gets seriously affected,
the performance of the employees is likely to dwindle and this could seriously affect the
achievement of the goals and objectives of the organization (Oduma, 2014).

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1.2 Statement of the Problem
Employees are major assets of any organization; they play an active role towards company’s
success that cannot be underestimated. Equipping these unique assets through effective career
development becomes imperative in order to maximize the job performance. There is a level
from which employees find it difficult to move upwards or get promoted yet the organization
needs employees who perform their duties well. Lack of career development after training is a
problem. It may not be defensible for the Bank to continue spending large amounts of money on
training, which may not lead to career advancement and improved organizational performance.
Many studies have reviewed the concept of career development. For instance, Irene, (2016)
conducted a study on effects of career development on employee performance in the public
sector: a case of National Cereals and Produce Board and found that career mentoring affects
employee performance. Oduma,(2014) assessed the influence of career development on
employee performance in the Public University, A case of Kenyatta University. He found that,
career advancement and mentoring had a positive impact on employee performance in the public
university in Kenya. Sarah (2010) evaluated career development and staff motivation in the
banking industry: a case study of Bank of Uganda. The study revealed that, career advancement
had a highly significant effect on motivation. Most of these studies have focused on the
relationship between career development and employees performance creating a gap on its
relationship with the organizational performance. To fill this gap of knowledge, the study sought to
assess the effect of career development on organizational performance.

1.3 Objectives of the Study

The general objective of the study was to assess the effect of career development on
organizational performance. The study was guided by the following specific objectives:

i. To find the effect of career planning on performance of Almasi Beverages Limited.

ii. To establish the extent to which employees training affect performance of Almasi
Beverages Limited.

iii. To determine how career mentoring affect performance of Almasi Beverages Limited.

1.4 Research Questions

i. What is the effect of career planning on performance of Almasi Beverages Limited.?

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 ii. To which extent does employees training affect performance of Almasi Beverages
Limited.?

iii. How does career mentoring affect performance of Almasi Beverages Limited.?

1.5 Significance of the Study

The study would assist organizations maintain high performance through focusing on career
development practices which leads to increase of employees motivation, employees turnover
reduction rate and succession planning. Human resource managers in manufacturing organizations
who are interested in career development would use the findings of this study to evaluate
possible/likely strategies that could adequately address the lack of career advancement after training
in the organization. Almasi Beverages Limited would be motivated by the study to give more
attention to their career development and career advancement policies. The findings of the study
will provide a broad knowledge to human resource managers of organizations on how they can
effectively develop career and achieve high organizational performance. It will aid in further
theory formation and add up to the existing bank of knowledge on career development. It may
also benefit other scholars and students of human resource management who may use the
findings for academic purposes.

1.6 Scope of the Study

The study addressed the effect of career development on organizational performance with
reference to Almasi Beverages Limited. The study viewed career development as one of human
resource practices that can be used to achieve high organizational performance by assessing
career planning, employees training and mentoring.

1.7 Limitations of the Study

The study was limited to the effect of career development on organizational performance in
Almasi Beverages Limited; therefore its findings were not generalized to other organizations in
Kenya. Some employees did not contribute to the study due to pressure from work. Some had
never undergone any career development hence were not able to give accurate answers regarding
effect of career development on performance of organization.

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1.8 Assumptions of the Study
It was assumed that the employees were at work during the study period and gave their honest
opinion concerning the research questions. It was also assumed that the respondents interpreted
the questions in the manner set out in the objectives. Most of the employees from Almasi
Beverages Limited had knowledge on career development and how it affects organizational
performance.

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1.9. Operational Definition of Terms
Career development:
Career planning:
Employees training:
Mentoring:
Motivation:
Organization performance :
Career development describes the lifelong process of
managing life, learning and work. It involves individuals
planning and making decisions about education, training and
career choices as well as developing the right skills and
knowledge.
Career planning is a career development practice which
involves continuous process of discovery in which an
individual develops his own occupational concept as a result
of skills or abilities, needs, motivations and aspirations of his
own value system.
Training is the process through which learning formally and
systematically modifies behavior through education,
instruction, development and planned experience.
Mentoring is a career management practice which entails helping
and supporting staff to manage their own learning in order to
maximize their potential, develop their skills, improve their
performance and become the person they want to be in alignment
with organization objective.
Motivation means the process through which employees are
given the impetus to maintain high performance levels through
among others rewards, supervision, incentives and work
situations.
Comprises of the actual output or results of an organization.
According to Richard (2009) organizational performance
encompasses three specific areas of firm outcome (return on
assets, profits, return on investment etc).
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 CHAPTER TWO

LITERATURE REVIEW

2.1. Concept of Career Development

Career development practice involves all of the technical and managerial skills employees
acquire to develop in achieving their career development. Stones and Freeman (2002) recognized
special training program as an attempt to improve employees performance on a current job or
one related to it. Moreover it is the method used to give new or present employees the skills they
need to perform their current job. This practice often focuses on the immediate period to help fit
any current deficit in employee’s skills. On the other hand Watts (2006) stated that Development
focus on the long term to help employees prepare for future work demand. This career
development practice is a learning opportunity design to help employees grow, however it is not
limited to improving performance on a current job. Career development practice also involved
professional certification programs of employees by respective international professional body.

Career development is among the top drivers for employee retention and satisfaction in an
organization. All organizations have objectives set especially when it come to the development
of their employees. Employees are required to fill career development path which act as a guide
on how they would like to progress their careers (Khalumber, 2012). These serve as objectives
which need to be evaluated frequently to assess how well they are performing towards this
realization. Individual employees need to align their career path with not only the organization’s
goals, but also their own personal career goals, strengths, interests and values (Mwaki, 2010).
Effective career development matches the employees’ career aspirations to organizational goals
thereby reducing employee turnover and dissatisfaction.

2.2. Theoretical Review

2.2.1 Reinforcement Theory

The researcher used reinforcement theory to explain more on the concept of career development.
Reinforcement conditions behaviour, people are most likely to engage in desired behaviour if
they are rewarded for doing so. Behaviours that are not rewarded are less likely to be repeated as
people repeat behaviours that are positively rewarded and avoid behaviours that are punished;
managers can influence their junior’s behaviour by reinforcing acts that they deemed favourable

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(Nzuve, 2007). There are two schedules of reinforcing; a continuous reinforcement schedule
reinforces the desired behaviour each and every time it is demonstrated, in an intermittent
reinforcement not every instance of the desired behaviour is reinforced. Reinforcement is given
only often enough to make behaviour repeated (Saleemi, 2006). In the context of the current
study the researcher argued that the reinforcement of behaviour is related to learning and
development strategies that the trainers use when conducting employee coaching ,mentoring and
the on the job training of employees because as Gupta (2008) says coaching occurs between the
employee and supervisors and focuses on examining employees performances and taking actions
to maintain effective performance and correcting ineffective performance. Mentoring also
involves helping the employee learn the ropes and preparing the employee for increasing
responsibilities (Gupta, 2008). All these methods, the researcher noted were involved in
encouraging and reinforcing effective behaviours while at same time discouraging ineffective
behaviours.

2.2.2 Super’s Theory of Career Development

This theory was developed by Super (2000). He suggested that career choice and development is
essentially a process of developing and implementing a person’s self concept. According to
Super (2000), self-concept is a product of complex interactions among a number of factors,
including physical and mental growth, personal experiences, and environmental characteristics
and stimulation. Whereas Super presumed that there is an organic mechanism acting behind the
process of development and maturation, recent articulations (Savickas, 2002) of Super’s theory
have called for a stronger emphasis on the effects of social context and the reciprocal influence
between the person and the environment.

Super (2000) proposed a life stage developmental framework with the following stages: growth,
exploration, establishment, maintenance (or management), and disengagement. In each stage one
has to successfully manage the vocational developmental tasks that are socially expected of
persons in the given chronological age range. For example, in the stage of exploration (ages
around 15 to 24), an adolescent has to cope with the vocational developmental tasks of
crystallization (a cognitive process involving an understanding of one’s interests, skills, and
values, and to pursue career goals consistent with that understanding), specification (making

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tentative and specific career choices), and implementation (taking steps to actualize career
choices through engaging in training and job positions).

The contextual emphasis of Super’s (2000) theory is most clearly depicted through his
postulation of life roles and life space. Life at any moment is an aggregate of roles that one is
assuming, such as child, student, leisurite, citizen, worker, parent, and homemaker. The salience
of different life roles changes as one progresses through life stages, yet at each single moment,
two or three roles might take a more central place, while other roles remain on the peripheral.
Life space is the constellation of different life roles that one is playing at a given time in different
contexts or cultural “theatres”, including home, community, school, and workplace. Role
conflicts, role interference, and role confusions would likely happen when individuals are
constrained in their ability to cope with the demands associated with their multiple roles.

2.3 Empirical Literature Review

2.3.1 Effect of career planning on organizational performance

Career planning for an employee, as his self-supposition which composed of three categories: 1.
Self-perception abilities and aptitude, evolved sense of motives and needs, essential and important
values that are related to career path . The first two categories are related to real experiences in the work
environment. Accordingly, career planning management is; the prediction, career choice and
career development process that establishes proportionality among the employee's interests,
abilities, beliefs, psychological conditions, conventional age values and the job and organization
needs (Ellahi, 2008). Schein (1996), after a longitudinal study on a group of administrators and
students at the Massachusetts Institute of Technology and the creation of career planning, divided
it into eight types which are: technical-functional competence, general managerial competence,
independence-autonomy, security-stability (organizational and geographical), entrepreneurial-
creativity, service and dedication, pure challenges, life style Functional-technical competence

Career planning is a career development practice which involves continuous process of discovery
in which an individual develops his own occupational concept as a result of skills or abilities,
needs, motivations and aspirations of his own value system (Cole, 2010). Swanepoel et al.,
(2007) suggest that while the employee is primarily responsible for career planning, the
organization’s management can do a great deal to support employees in managing their careers
and in making more realistic career decisions. Career planning practice is seen as a very
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systematic and comprehensive process of targeting career development practice and
implementation of strategies, self assessment and analysis of opportunities and evaluates the
results. The career planning practice process involves both the organization and the individual
responsibility. Thus, the individuals must identify their aspirations and abilities, and through
assessment and counseling to understand their needs of training and development; in terms of the
technical skills and education advancement needed.

To be viable, on short-term, or to maintain competitive advantage, in the long term, organizations

must match employees with appropriate skills in the right positions. The type and skills of the
employees are different, depending on the scope of the firm, economic sector, specific
technology, consumer characteristics, etc. Peculiarities of organization affect the jobs structure,
the types of recruited employees for each job and the development ways on the job. Many
employers offer numerous promotion opportunities to certain types of positions (especially those
involving unique skills to give value to the organization) and limited opportunities for others
(Manolescu, 2003).

According to Schein (2003) career planning is as career development practice involves

continuous process of discovery in which an individual develops his own occupational concept
as a result of skills or abilities, needs, motivations and aspirations of his own value system.
Career planning according to Kleinknecht and Hefferin (2002) stated that it is a career
management practice which entails a continuous process of self assessment and goal setting of
both the employee and employer in meeting the organization objective. Career planning practice
is seen as a very systematic and comprehensive process of targeting career management practice
and implementation of strategies, self assessment and analysis of opportunities and evaluates the
results. The career planning practice process involves both the organization and the individual
responsibility. Thus, the individuals must identify their aspirations and abilities, and through
assessment and counseling to understand their needs of training and development; in terms of the
technical skills and education advancement needed.

Career planning is a practice companies relied on to build effective and efficient work force for
the future. This practice depend on Training need analysis to determine what training is needed
for capacity building of employees to up key position in the organization. Companies need to
upgrade and redefine their career planning practice which entails both on and off the training

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program to ensure that their process will benefit both the individual and the overall strategy of
the company. Aberdeen Group, (2006), career planning is a career management practice
companies need to start with as a basics, to create a strong process and then invest in future
training that will improve technical skills of employee. It serves as a career management practice
for “performance culture” in establishing a companywide training program policy.

2.3.2 Effect of employees training on organizational performance

Cole (2011) asserts that employees training needs arise from requirements of new comers,
shortfall in employee performance, organizational change and the individual’s expressed needs.
Training is the planned and systematic modification of behaviour through learning activities,
programs and instructions which enable individuals to achieve the level of knowledge, skills and
competence needed to carry out their work. According to Cole (2009) training is directed
towards acquisition of specific knowledge or skills for the purpose of occupation or task. It is the
process that enables people to acquire new knowledge, learn new skills and perform tasks
differently than before. It attempts to teach a person how to perform a particular activity or a
specific job (Nzuve, 2007).

Employees training is planned, organized experiences that assist in the gaining or expansion of
key competencies (Hammer, 2000). These experiences are intended to build needed
competencies in order to achieve mission success and performance objectives. They also help
prepare individuals to take on new or expanded roles, supporting better succession planning.
Hammer (2000) asserts that an individual will be motivated to do something if they have the
mental ability and skills to accomplish it. He writes that when employees are trained, they get the
knowledge of how to deconstruct tasks and challenges and thereby feel less intimidated by their
jobs/tasks. Herzberg (1998) agrees to hammers assertion. He adds that training makes the
employee earn confidence to do a job thereby improving their attitude hence motivation.

Cole (2002) argues that, employees training is one element many corporations consider when
looking to advance people and offer promotions. Although many employees recognize the high
value those in management place on training and development, some employees are still
reluctant to be trained. Training and development offers more than just increased knowledge. It
offers the added advantage of networking and drawing from others’ experiences therefore it is
not uncommon to hear excuses regarding why someone has not received training. Due to fast

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pace global and technological development the firms are now facing new changes as well as
challenges. Technological advancements have moulded the need of capabilities and
competencies required to perform a particular task. Thus, to cope with these challenges, more
improved and effective training programs are required by all Corporates. Effective training
programs helps in constructing a more conducive learning environment for the workforce and
train them to cope with the upcoming challenges more easily and in time (Wei-Tai, 2006).

Effective training programs for employees to equip them with the desired knowledge, skills and
abilities to achieve organizational goals. The training programs helps employees to get
acquaintance with the desired new technological advancement, also gaining full command on the
competencies and skills required to perform a particular job and to void on the job errors and
mistakes (Robert, 2006). Amongst the important function of human resource management, one
of the crucial functions is employee development through proper training and development
programs. Employee development refers to the capacity and capability building on an employee,
and thus as of whole organization, to meet the standard performance level (Elena, 2000). More
the developed employees, more they are satisfied with their job, hence increasing the firm
productivity and profitability (Champathes, 2006).

2.3.3 Effect of career mentoring on organizational performance

Career Mentoring usually takes the form of a senior or experienced employee taking a supporting
role in the development of a new or inexperienced employee. It can be formal or informal and
relies on the development of a positive advisory relationship. As such it includes the skills of
coaching, facilitating, counseling and networking. Mentoring is part of a range of career
development activities which organizations engage in to identify, develop, engage, retain and
deploy the more talented individuals (Warren, 2006). The career mentoring relationship is most
often oriented towards an exchange of wisdom, support, learning or guidance for the purpose of
career growth and increase employee performance and sometimes it is used to achieve strategic
goals (Parsloe & Wry, 2000). It is usually a process where the worker is exposed to an individual
who is like a role model. The worker under mentoring is expected to learn how to be a better
person at the work place and in private life. Career mentoring is based on counseling and
supports learners and helps them to develop their own approach and solutions to problems (Hall,
2005).

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Formal career mentoring programs with a structured approach to the mentoring process as
opposed to informal career mentoring, those relationships that develop on their own, are shown
to be positive and beneficial to companies. Formal career mentoring programs include training
for mentors, tie the mentoring program to business goals with measurable results, and contact
periodic evaluations and coordination offering on-going support for mentoring pairs (Murray,
2006). In those situations, the mentors and mentees both benefit in different ways. For mentors,
studies have shown increased personal and job satisfaction. The increase in satisfaction is a result
of several factors. One is that mentors gain more influence in the organization, through the added
respect gained in the development of future leaders. Mentors also gain professional assistance
from the mentee on work projects and may also enhance their own skills by learning new skills
from the mentee. In addition, the relationship can help to motivate a seasoned mentor by offering
fresh viewpoints and new perspectives about the organization (Murray, 2006).

According to Ragins and Miller (2000), research on coaching and career mentoring programs has
shown that if the program is implemented effectively and the coaches/mentees are satisfied with
the coach/mentor, the coaches/ mentees will show greater job satisfaction, positive career
attitudes and greater commitment to the organization. Studies have also shown that mentoring
and coaching has positive impact on employees and the organization. It provides employees with
the communication network that will enable them to accomplish their social needs (Garvey,
2004). It transforms managers and employees strategies into better productive outcome.

Lee and Bruvold (2003) stated that comprehensive coaching and mentoring programs are
positively associated with productivity; reduced staff intention to leave and organizational
effectiveness. Raghuram (2004) observed that coaching and mentoring is the bedrock of
developing the necessary skills for maintaining competitive advantage and organizational
performance. Although it is true that the source of competitive advantage refers to the human
resources themselves and not to the policies employed to attract, utilize and retain them,
coaching and mentoring may be considered to be a good starting point for building a pool of
superior employee resources and capabilities.

2.4 Conceptual Framework

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Independent Variables Dependent Variables
Organizational performance
Career planning
Profitability
Effectiveness
Employees training Competitive advantage

Career mentoring

Organizational culture
Human resource policies

Intervening Variables

Figure 2.1: Conceptual Framework

Source: Researcher (2017)

The above figure 2.1 conceptualizes independent variables which include what the researcher
specifically assessed ie career planning, employees training and career mentoring; the dependent
variable is organizational performance in terms of profitability, effectiveness and competitive
advantage. For Almasi Beverages Limited to achieve high performance through effective career
development, the human resource manager has to focus on career advancement, employees
training and career mentoring. However, this will depend on the existing human resource policies
and organizational culture.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1. Research Design

According to Kothari (2004), research design refers to the plan and structure of investigating that
helps the researcher to obtain answers to research questions. The researcher used descriptive
research design in order to gather facts on the effects of career development on organizational

14
performance. This type of design was appropriate for gathering information, summarizing,
presenting and interpreting it for the purpose of clarifying on how career development affects
performance of an organization. Orodho (2004), recommended this as one of the best research
designs. The design also gave results immediately and therefore was useful in fixing
shortcomings realized in the process of the study.

3.2. Study Area

The research was carried out in Almasi Beverages Limited in Kisii County. The county is
approximately 370 Kilometer from Nairobi the capital city of Kenya. The Company was chosen
because it was convenient for the researcher and the required information for this study was
obtained due to its nature in practicing varieties of human resource activities.

3.3. Target Population

Population refers to an entire group of individual, events or objects having common observable
characteristics (Kothari, 2004). The study targeted a population of 113 employees from Almasi
Beverages Limited. This comprised employees from all the departments

3.4. Sample size and Sampling Procedure

Sample size is the number of items involved in the study as the respondents in the study.
Sampling procedure on the other hand is the scientific process through which the sample
elements are selected (Mugenda & Mugenda, 2003). This research used stratified random
sampling procedure to select a sample to represent the entire population. According to Mugenda
and Mugenda (2003) recommendations of at least 10% sample size, 30% of target population
was used to calculate the sample size and therefore 30% of the targeted employees were selected
and that led to 34 employees working in Almasi Beverages Limited.

3.5 Data Collection and Procedure

The researcher adopted the use of questionnaire as a method of data collection instrument to the
identified set of respondents. Questionnaire is an instrument used to gather data, which allows
measurement for or against a particular viewpoint. Questionnaire is useful in that; it is efficient
use of time that is information can be collected from a large number of people and the questions
can be easily analyzed, anonymity is possible and everyone gets the same questions that is, it
is standardized (Orodho, 2009). Questionnaire was chosen because the sampled population was

15
literate and they were able to read interpret and write. Closed ended questionnaire was preferred
because it enabled the researcher to get feedback according to the research objectives. The
questionnaire were physically dropped to the selected respondents and picked after two weeks.

3.6. Instrumentation

3.6.1. Reliability of the Instrument

Reliability is a measure of the degree to which research instrument yield consistent results or
data after repeated trials (Mugenda & Mugenda, 2003). Reliability is the degree to which a
particular measuring procedure gives equivalent results over a number of repeated trials
(Orodho, 2009). To ensure reliability of the instruments, the researcher used test retest method in
the study area using respondent from the targeted population who were not part of the study
sample.

3.6.2. Validity of the Instrument

Validity has to do with how accurately the data obtained in the study represents the variables of
the study. If such data will be a true reflection of the variable, then inferences based on such data
will be accurate and meaningful (Mugenda and Mugenda, 2003). Validity is the degree to which
a test measures what it is supposed to measure, therefore it measures the accuracy and the
meaningfulness of results obtained from the analysis of data collected by the researcher (Orodho,
2009).Validity is a measure to the degree to which data obtained from research instruments
meaningfully and accurately, reflect or represent theoretical concept (Omollo, 2009). To ensure
validity of the questionnaire, the researcher sought the expert opinion of the University
supervisor before going to the field to collect data.

3.7 Data Analysis and Presentation

According to Mugenda and Mugenda (2003) data analysis is the process of bringing order,
structure and meaning of the data collected. Basing on (Mugenda & Mugenda 2003)
recommendations on the use of descriptive statistics as a method of data analysis, the collected
data was analyzed by descriptive statistics like weighted average and percentages. It was then
presented in form of frequency tables, charts.

16
 CHAPTER FOUR

DATA ANALYSIS, INTERPRETATION AND DISCUSSION

4.1 Response Rate
The researcher issued questionnaires to 34 employees from Almasi Beverages Services. Only 30
successfully filled and returned the questionnaire, yielding a response rate of 88.2% with none
response rate of 11.8%.

17
Table 4.1: Response Rate
Frequency Percentages Response
Response 30 88.2
Non response 4 11.8
Total 34 100
Source: Field Data, (2017)
From the findings in table 4.1 above, the study was able to reach a positive response rate which
conforms to Mugenda and Mugenda (2003) stipulation that a response rate of 50% is adequate
for analysis and reporting; a rate of 60% is good and a response rate of 70% and above is
excellent. This response rate shows that respondents were willing to take part in the study.

4.2 Demographic Characteristics of Respondents

The study analyzed age, educational level and level of experience then presented them as below
in the following tables.

4.2.1 Respondents Age

Table 4.2: Age Category of respondents
Age Frequency Percentages
18-27 7 23.3
28-37 9 30.0
38-47 12 40.0
Above 48 1 6.7
Total 30 100

Source: Field data, (2017)

From the table 4.2 above, age categorization of respondents was such that 23.3% of the
respondents were aged between 18–27 years, 30% of the respondents were aged between 28–37
years and 40% of the respondents were aged between 38–47 years. This implies that most of the
employees from Almasi Beverages Limited are not young with age between (38-47 years). The
information collected therefore reflected views of old employees

18
 4.2.2 Educational Level
The selected employees were requested to indicate their educational level and the findings were
presented as below

Table 4.3: Level of education of employees

Educational Level Frequency Percentages
Masters 3 10.0
Degree 15 50.0
Diploma 7 23.3
Certificate 5 16.7
Total 30 100
Source: Field data, (2017)

Table 4.3 above shows educational levels of employees. The findings show that, 10% of
employees had masters level, 50% of the employees had degree level, 23.3% of the employees
had diploma level and 16.7% of the employees had certificate. This shows that most of
employees from Almasi Beverages Limited have attained degree level hence they have adequate
knowledge to career development and are able to effectively contribute to the study.

4.2.3 Level of Experience

Table 4.4: Years worked in the organization

Duration Frequency Percentages
1-5 2 6.7
6-10 3 10.0
11-15 5 16.7
Above 15 20 66.6
Total 30 100
Source: Field Data (2017)

19
From table 4.4, it shows that, 6.7% of the employees have worked in Almasi Beverages Limited
between 1-5 years, 10% of the employees have worked in the organization between 6-10 years,
16.7% of the employees have worked in the organization between 11-15 years and 66.6% of the
employees have worked in the organization for over 15 years. This shows that most of the
employees form Almasi Beverages Limited have worked in the organization for ling time (over
15 years), indicating that they have enough experience to effectively contributes to the study.

4.3 Career Planning and Organizational Performance

The aim of the researcher was to find the effect of career planning on performance of Almasi
Beverages Limited. The findings are presented as shown in the tables below;

Table 4.5: Major factors affecting career planning

Factors Strongly Agree Undecided Disagree Strongly ∑fi ∑fiwi ∑fiwi
agree disagree ∑fi
4 3 2
5 1
Motivations 15 12 3 0 0 30 132 4.4
Organizational 17 8 0 5 0 30 127 4.2
structure
Organizational 0 6 4 4 16 30 60 2.0

20
change
Personal value 10 12 8 0 0 30 122 4.1
Political issues 4 7 0 10 9 30 77 2.6
Source: Field data, (2017)
Table 4.5 above, shows that motivations was rated high of 4.4, organizational structure rated 4.2,
personal value rated 4.1, political issues rated 2.6 and organizational change rated 2.0. This
shows that, the major factor that hinders effective career planning in Almasi Beverages Limited
is motivations.

Table 4.6: Effect of career planning on organizational performance

Effect Strongly Agree Undecided Disagree Strongly ∑fi ∑fiwi ∑fiwi
agree disagree ∑fi
4 3 2
5 1
Organization 12 11 5 2 0 30 123 4.1
discusses career
plans with staff
before decisions
are taken on
what is
appropriate for
both parties

21
Career planning 10 10 7 0 3 30 114 3.8
enhances
Competitive
advantage
Career planning 10 9 8 3 0 30 116 3.9
in the
organization is
effective
Career planning 4 7 1 8 10 30 77 2.6
is part of the staff
training content
Career planning 9 8 6 4 3 30 106 3.5
is most effective
way of meeting
organizational
goals
Source: Field data, (2017)
Table 4.6 above, shows that organization discusses career plans with staff before decisions are
taken on what is appropriate for both parties was rated high of 4.4 career planning in the
organization is effective rated 3.9, career planning enhances competitive advantage rated 3.8,
career planning is part of the staff training content rated 3.8 and career planning is part of the
staff training content rated 2.6. This shows that, Almasi Beverages Limited discusses career
plans with staff before decisions are taken on what is appropriate for both parties.

4.4 Employees Training and Organizational Performance

The aim of the researcher was to establish the extent to which employees training affect
performance of Almasi Beverages Limited. The findings are presented as shown in the tables
below;

Table 4.7: Most effective internal method of training for career development23
Internal training Most Very Effective Less Not ∑fi ∑fiwi ∑fiwi
methods effective effective effective effective ∑fi
5 4 3 2 1
Induction 10 8 5 5 2 30 109 3.6

22
Job rotation 10 12 5 0 3 30 116 3.9
Coaching 15 12 2 1 0 30 131 4.4
Apprenticeship 0 2 7 10 11 30 60 2.0
Demonstration 1 6 3 4 16 30 62 2.1
Source: Field data, (2017)
Table 4.7 above, shows that coaching was rated high of 4.4, job rotation rated 3.9, induction
rated 3.6, demonstration rated 2.1 and apprenticeship rated 2.0. This shows that, the most
effective internal method of training in Almasi Beverages Limited is coaching.

Table 4.8 Most effective external method of training for career development 24
External methods Most Very Effective Less Not ∑fi ∑fiwi ∑fiwi
of training effective effective effective effective ∑fi
5 4 3 2 1
Workshops 15 12 2 1 0 30 131 4.4

Seminars 10 12 8 0 0 30 122 4.1

Conferences 10 12 5 0 3 30 116 3.9
Case studies 4 7 0 10 9 30 77 2.6

Simulation 10 8 5 5 2 30 109 3.6

exercise
Source: Field data, (2017)
Table 4.8 above, shows that workshops was rated high of 4.4, seminars rated 4.1, conferences
rated 3.9, simulation exercise rated 3.6 and case studies rated 2.6. This shows that, a workshop is
the most effective external training methods used by Almasi Beverages Limited.

Table 4.9 Most effective training benefit in improving organizational performance24

Most Very Effective Less Not ∑fi ∑fiwi ∑fiwi
effective effective effective effective ∑fi
5 4 3 2 1

23
Opportunity to 13 11 5 1 0 30 126 4.2
upgrade and
update Knowledge
Acquiring new 10 9 6 2 3 30 111 3.7
ideas
Personal self- 5 8 3 6 8 30 86 2.9
fulfillment
Creativity and 9 9 8 4 0 30 113 3.8
system renewal
Staff morale 10 8 5 5 2 30 109 3.6
Source: Field data, (2017)
Table 4.9 above, shows that opportunity to upgrade and update knowledge was rated high of 4.2,
creativity and system renewal rated 3.8, acquiring new ideas rated 3.7, staff morale rated 3.6 and
personal self-fulfillment rated 2.9. This shows that, employees from Almasi Beverages Limited
gets opportunity to upgrade and update knowledge which contributes to organizational
performance.

4.5 Career Mentoring and Organizational Performance

The aim of the researcher was to determine how career mentoring affect performance of Almasi
Beverages Limited. The findings are presented as shown in the table below;

Table 4.10: Most effective form of mentorship in career development 25

Mentorship Frequency Percentages
Coaching 10 33.3
Facilitating 5 16.7
Counseling 8 26.7
Networking 7 23.3
Total 30 100
Source: Field data, (2017)
From table 4.10 above, it shows that 33.3% of the respondents agreed that coaching is the most
effective mentorship, 26.7% agreed that 16.7% of the respondents agreed that facilitating is
effective, 126.7% of the respondents agreed that counseling is effective and 23.3% of the
respondents agreed that networking is effective. This shows that the most effective mentorship in
Almasi Beverages Limited is coaching

24
Table 4.11: Effect of career mentoring on organizational performance26
Effect Very High Neutral Little Very ∑fi ∑fiwi ∑fiwi
high little ∑fi
5 4 3 2 1
Productivity 2 3 4 9 12 30 64 2.1
Employees turnover 0 0 4 9 17 30 47 1.6
rate
Employees 15 13 2 0 0 30 133 4.4
effectiveness and
efficiency
Competitive 12 11 3 4 0 30 121 4.0
advantage
Profitability 10 8 9 3 0 30 115 3.8
Source: Field data, (2017)
Table 4.11 above, shows that employees effectiveness and efficiency was rated high of 4.4,
competitive advantages rated 4.0, profitability 3.8, productivity rated 2.1 and employees turnover
rate rated 1.6. This shows that, career mentorship in Almasi Beverages Limited increases
employees effectiveness and efficiency.

25
 CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of Findings

The aim of the study was to assess the effect of career development on organizational
performance with reference to Almasi Beverages Limited. The first objective of find out the
effect of career planning on performance of Almasi Beverages Limited where it was found that,
the major factor that hinders effective career planning in Almasi Beverages Limited is
motivations. The company discusses career plans with staff before decisions are taken on what is
appropriate for both parties. The second objective of the study was to establish the extent to
which employees training affect performance of Almasi Beverages Limited where it was found
that, the most effective internal method of training in Almasi Beverages Limited is coaching and
workshop is the most effective external training methods used by the company. Employees from
the company get opportunity to upgrade and update knowledge which contributes to
organizational performance. The third objective of the study was to determine how career
mentoring affect performance of Almasi Beverages Limited where it was found that, the most
effective mentorship in Almasi Beverages Limited is coaching. Career mentorship in the
company increases employees effectiveness and efficiency.

5.2 Conclusion
From the findings, it can be concluded that, the major factor that hinders effective career
planning in organizations is motivations. This organization discusses career plans with staff

26
before decisions are taken on what is appropriate for both parties. Secondly it was concluded
that, the most effective internal method of training in organizations is coaching and workshop is
the most effective external training methods used by the organization. Employees from
organizations get opportunity to upgrade and update knowledge which contributes to
organizational performance. Lastly it was concluded that, the most effective mentorship in
organization is coaching. Career mentorship in the organization increases employees
effectiveness and efficiency. Finally it was concluded that there is relationship between career
development and organizational performance.

5.3 Recommendations
From the findings, it was recommended that, career development methods like career counseling
facilities, career mentors, career planning and training programs should be widely adopted by
organization as doing so would lead to improved organizational performance.

It was also recommended that, the management of organizations should consider organizing for
trainings and seminars for the employees this will help to increase employee skills, loyalty and
competence making them more willing to work harder for the success of the organization.
Prospects for promotion should be improved for trained employees. The organization should
address and correct the anomaly of lack of opportunities in as far as career paths are concerned.
Trained employees should not stagnate in their jobs or positions. To avoid stagnation at some
levels, management should facilitate steady career progression by widening promotion
opportunities and creating new openings for trained and competent staff. Options include
restructuring the organization, job enlargement or developing alternative career paths and
making retirement much more attractive.

The study recommends that supervisors of organizations should embrace career mentoring and
coaching to prepare them for other positions. Management in organizations should remain
focused on developing the career path of its employees; this will boost the morale and ultimately
the productivity of staff. Embracing career development programmes will enable a deeper focus
on an employee’s aims and aspirations from identification of the handicaps being faced by an
employee in accomplishing his career goals to the solutions in terms of re-skilling or
reassignment.

27
5.4 Suggestions for Further Studies
The study mainly focused on career development on organizational performance with reference
to Almasi Beverages Limited. Similar studies could be carried in other similar organizations in
the country. Further research could also be conducted to assess how career planning and
mentoring affect organizational performance.

REFFERENCE
Armstrong M. (2001). Human Resource Management Practice: Handbook, 8th Edition, Kegan
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Bartlett, K.R (2002). The relationship between training and organizational commitment: A study
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Beardwell I, Holden L. & Claydon T. (2004). Resource Management: A Contemporary

Approach, 4th Edition, Prentice Hall, Essex

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http://hbswk.nbs.educ/archive4736.html , 7th December 2006

Cole, G.A (2002). Personnel and human resource management. 5th Edition Continuum London:
York Publishers.

Garvey, B. (2004). The Mentoring/Counseling/Coaching debate. Emerald Group Publishing

Limited, 18 (2), 6-8.

Graham H.T and Bennett R. (2005). Human Resources Management. 8th Edition. The M and E
Handbook Series, Longman Group UK Ltd, London.

Gupta, K. A., & Govindarajan, V. (2008). Managing Global Expansion: A Conceptual

Framework. Business Horizons, March-April, 45-54

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Hammer, J. (2000). “Employee motivation: Addressing a crucial factor in your organization’s
performance”. Human Resource Development. Ann Arbor, MI: University of Michigan
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Hilton P. (2001). Career Planning at the BBC, Personnel Management Plus, Vol. 2, No. 12,
December 1991

Mugenda O.M. and Mugenda A. G. (2003). Research methods qualitative and

quantitative aproaches. Nairobi : Acts Press.

Mullins (2005). Management and Organizational Behavior, 7th Edition, Financial Times,
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2006

Nzuve, S. N. M. (2007). Elements of Organizational Behavior. University of Nairobi Press,

Nairobi.

Orodho, (2003).Essentials of educational and Social Sciences Research Method. Nairobi: Masola
Publishers.

Orodho, (2009). Elements of Education and Social Science Research Methods.Kanezja Publisher,
Maseno, Kenya.

Pareek U. & Rao, T.V (2012). Designing and Managing Human Resource Systems, Oxford &
IBH Publishing Company, Delhi.

Raghuram, S. (2004). Linking Staffing and Training Practices with Business Strategy: A
Theoretical Perspective. Human Resource Development International, 5(3), 237-251.

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Education, Inc., publishing as Prentice Hall, Upper Saddle River, New Jersey, USA.

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Stoner James A. F., Freeman R. Edward and Gilbert Daniel, R., Junior (2002). Management, 6th
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APPENDICES
APPENDIX I: LETTER OF INTRODUCTION

ZERUIAH KWAMBOKA OTWERE

KISII UNIVERSITY
P.O. BOX 408 – 40200,
KISII.

TO
HUMAN RESOURCE MANAGER
ALMASI BEVERAGES LIMITED
P.O.BOX ………………………..
KISII
Dear Sir/Madam,

RE: REQUEST TO COLLECT DATA FROM YOUR EMPLOYEES

I am a student at Kisii University, pursuing a Diploma in Business Administration as a partial

fulfillment of the requirement for Award of a Diploma. I am to carry out a research entitled; ‘An
assessment on effect of career development on organization performance with reference to
Almasi Beverages Limited. I am seeking your permission to collect data in your organization in
order to complete my studies. The information obtained will be treated with utmost
confidentially and the result of the research will be for academic purpose only.

30
Yours faithfully,

Zeruiah Kwamboka Otwere

APPENDIX II: QUESTIONNAIRE

Dear respondent,

I am a student of Kisii University taking diploma course in Business Administration. I am

undertaking a research on an assessment on effect of career development on performance of
an organization. The information gathered during this research study is for learning purposes
and it’s totally private, confidential and anonymous.

Instructions

 Do not write your name anywhere on the questionnaire

 Tick where is appropriate and provide the relevant response where applicable
 Kindly answer all question carefully

PART I

GENERAL QUESTIONS

1. What is your age bracket?

a) 18- 27

b) 28- 37

c) 38- 47

d) Above 48

2. What is your highest education level?

a) Certificate

31
 b) Diploma

c) Degree

d) Masters

3. How long have you worked in the organization?

a) 1-5

b) 6-10

c) 11-15

d) Over 15

PART II: SPECIFIC INFORMATION

Please tick (√) where necessary

Effect of career planning on organizational performance
4. Does your organization have career planning?

a) Yes

b) No

5. If yes, what benefit do you receive from career planning practices?

a) Acquiring new skills

b) Job satisfaction

c) Morale

d) Opportunity for personal growth

32
 6. Which of the following factors do you agree that majorly affect career planning in your
organization?

Strongly Agree Moderate Disagree Strongly

agree disagree
4 3 2
5 1
Motivations
Organizational
structure
Organizational
change
Personal value
Political issues

7. To what extent do you agree with the following statement on effect of career planning
affect your organization performance?

Effect Strongly Agree Undecided Disagree Strongly

agree disagree
5 1
4 3 2
The organization discusses career
plans with staff before decisions are
taken on what is appropriate for

33
both parties
Career planning enhances
Competitive advantage
Career planning in the organization
is effective
Career planning is part of the staff
training content
Career planning is most effective
way of meeting organizational goals

Effect of employees training on organizational performance

8. Does your organization have training programs?

a) Yes

b) No

9. Which of the following types of internal method of training do you find most effective in
developing employees career?

Most Very Effectiv Less Not

effective effective e effective effective
5 4 2 1
3
Induction
Job rotation
Coaching
Apprenticeship
Demonstration

10. Which of the following types of external method of training do you find most effective in
developing employees career?

Most Very Effectiv Less Not

effective effective e effective effective

34
 5 4 2 1
3
Workshops
Seminars
Conferences
Case studies
Simulation exercise

9. Have you received any benefit from training programmes in the organization?
Yes

No

10. If yes, which of the following benefit do you find most effective in improving your
organizations performance?

Most Very Effectiv Less Not

effective effective e effective effective
5 4 2 1
3
Opportunity to upgrade and
update Knowledge
Acquiring new ideas
Personal self-fulfilment
Creativity and system
renewal
Staff morale

Effect of career mentoring on organizational performance

11. Kindly rate mentorship programs in your organization?

a) Excellent

b) Very good

35
 c) Good

d) Poor

12. Which is the most effective form of mentorship in developing your career?

a) Coaching

b) Facilitating

c) Counseling

d) Networking

13. To what extent does the career mentoring affect organization performance

Very high High Moderate Low Very low

5 4 3 2 1
Productivity
Employees turnover rate

Employees effectiveness
and efficiency
Competitive advantage
Profitability

Thanks for your co-operation

…………………

36
37