Abstract
Career development in the recent past has received more attention not only as a concern for the management of human resources, but also as institutional strategic management component for ensuring performance and growth. The purpose of this study therefore was to establish the career development practices on performance of local non-governmental organizations in Kenya. The unit of analysis was the employees working with these local non-governmental organizations. A sample of two hundred and ten employees was drawn from the population. The study used purposive and stratified sampling to sample ten local non-governmental organizations from which simple random sampling was used to get the sample size. The study adopted a cross sectional design. The main instrument for collecting primary data was a questionnaire. Each participating organization filled ten questionnaires. Descriptive and Inferential analysis were used to determine the strength of association between career development and organizational performance. The findings revealed that career development has a significant effects on internal business and significantly contributes to performance of Non-Governmental Organizations. Based on the findings and conclusions, the study recommends that there is need for the NGOs to have well documented human resource plans as well as mechanisms to operationalize them; this should be done with the participation of all the staff and frequent feedback taken for possible modifications. There is need for top management to be sensitized on the potential influence of human resource planning and organizational performance to win their commitment and support.
Highlights
In the past, organizations replaced their key staff after they left the organization [1]
The results showed that an increase in career development by 0.418 would lead to an increase in performance by 1 unit ( = 0.418, = 8.119, = 0.000 < 0.05)
Keeping up-to-date with advances about what works to improve performance, employees have high level of understanding of organizations strategic orientation, stakeholders consider organizations work relevant, communities taking ownership of the projects and programs implemented and financial and narrative reports clearly indicate activity outcome, are all important aspects of organization performance that can be promoted with career development
Summary
Organizations replaced their key staff after they left the organization [1]. One of the common mistakes that the early organizations made was to replace employees rather than to develop them [2]. Organizations have realized that they can discover their future key staff from within using career development practices [4]. The findings of their study only prompt key areas for future research, and key among them is the need to equip existing staff employees to take over top positions when they are left vacant. This prompts the need for career development
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