Abstract
Organizational career development practices have acquired great importance in companies in Gulf Cooperation Council (GCC) countries due to localization of the workforce, and resultant career development initiatives taken by these firms. The present research undertaken in an Omani company attempts to evaluate the career development opportunities being provided to its employees, its efficacy in bringing satisfaction among its employees and expediting the process of Omanization. The study showcases concerns of the employees that have been overlooked by the organization which has a negative impact on their satisfaction. The study suggests involving employees in the career development decision making process, and bringing transparency and fairness in the execution of the career development system can only create a win-win situation. An effective career development process can help in establishing trust between both parties to reach to the desired organizational outcomes.
Highlights
Career development of employees plays an important role in enriching the human capital component of a company
Unstructured interviews covered open-ended questions on the career development programs adopted in Oman Natural Gas (ONG), its efficacy, challenges and problems being faced in implementing these programs, perception of line managers and employees, involvement of employees, and linkages of career development program with other HR interventions adopted at ONG, e.g., training and development, performance appraisal, reward management, change management program
The questionnaire was first developed in English language, and was translated in Arabic for better appreciation and understanding of the questions asked. It was comprised of 20 items assessing basic demographic profile like age, education, gender, years of experience, length of services at ONG, job grades etc., and questions on career development practices offered at ONG
Summary
Career development of employees plays an important role in enriching the human capital component of a company. It is being strategically used to leverage organizational talent, and to attract and retain a competent workforce. Right kind of people management strategy involves sustaining success through building the right kind of organization by using insights on talent, culture and leadership (Ulrich, 2014). Building talent requires an organization to employ the right kind of career development practices in order to provide opportunity for employees to learn and grow. The organizational role in shaping future career opportunities cannot be underestimated. Emergence of new technologies, and an increasing rate of knowledge acquisition, it has become important to ensure the benefits of high capacity human capital utilization in organizations (Baruch, 2006). Career development theories began to manifest quite early, but it was not until four decades ago that researchers started to examine the effectiveness of the career development as a HR tool (Richard, 2005), and today, career development is a well-established and widely accepted theme in the contemporary career literature field
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