| Title : | Role of career development program on employee job satisfaction and involvement in Nepalese commercial banks | | Material Type: | printed text | | Authors: | Bijay Neupane, Author | | Publication Date: | 2017 | | Pagination: | 114p. | | Size: | GRP/Thesis | | Accompanying material: | 10/B | | Languages : | English | | Descriptors: | Career development
| | Class number: | 158.6 | | Abstract: | Career development usually refers to managing one’s career in an intra-organizational or inter-organizational scenario. Human resource is key asset for any organization. To makes any organization successful it is important to satisfy their employees in the organization. It is not only enough to fulfill their financial needs, their satisfaction matters a lot to make them happy, so organizations should have to invest in their employees as well as career development programs (Shelton,2001). Shujaat et al.(2013) stated that there is a positive relationship between career development and employee job satisfaction in banking sector. Employees are satisfied with career development activities that are offered at their organizations. Career development planning is important for both the individuals and for the organization because it is not possible to plan for the career without identifying the needs of organization and competencies of employees. So, organization's needs cannot be satisfied without satisfying individual needs (Lingham, 2000).
The organizations need to take note that “A happy employee is a happy customer.” Person either could be satisfied or dissatisfied with their jobs but if career contentment is not there with every new job a person has to face the desire to change the job again (Garton, 2007). Paullay et al. (1994) revealed that the job involvement can be explained “as the degree to which one is cognitively preoccupied with, engaged in and concerned with one‘s present job”.Moreover, job involvement is a consequence of work situations and individual differences. Socio-demographic and psychological variables can affect job involvement ( Gunasundari et al., 2016).
Shelton (2001) investigated that training and development increase employee satisfaction and are significant in an employee’s decision to stay with a company. Chughtai (2008) examined that job involvement was positively correlated with both in-role job performance and organizational citizenship behavior. Nadeem (2010) found a strong relationship between employee training effectiveness and motivation, job satisfaction and commitment, resulting in increase in organizational productivity. Ray & Ray (2011) revealed that factors like performance appraisal, participation in decision making, training and development, empowerment, compensation influencing HR practices have significant association with job satisfaction. Kaya & Ceylan (2014) revealed that career development programs and organizational commitment have a partial effect on employee’s job satisfaction, organizational commitment affects job satisfaction directly and positively, and career development programs in organizations do not affect the level of employee’s job satisfaction. Priya & Eshwar (2014) found that the degree of rewards, motivation and job satisfaction of employees has a strong relationship in the public sector and private sector commercial banks in Chennai.
In the context of Nepal, Chapagain (2011) revealed that employee participation is an important determinant of job satisfaction. Increased employee participation makes a positive effect on job satisfaction of Nepalese banking employees. Gautam (2016) found that Salary & remuneration, nature of work, training & development opportunities, promotion opportunities, working condition, and performance appraisal are found as the factors of satisfaction. Bista (2016)revealed that out of various factors job security, pay, promotion potentials, relationship with co-workers and supervisors are top most influencing factors to job satisfaction from high to low magnitude respectively.
The major purpose of this study is to investigate the impact of career development programs on employee job satisfaction and involvement in Nepalese commercial banks. Specifically, it examines the impact of compensation, promotion, training and development, job motivation and career counseling on employee job satisfaction and employee job involvement in the context of Nepalese commercial banks.
The primary source of data is used to assess the opinion of customers with respect to Career development program on employee job satisfaction and involvement. The survey is based on 220 respondents in the context of Nepalese commercial banks. The questions were asked in the Likert scale questions. The Likert scale questions of different variables compensation, promotion,training and development, job motivation, career counseling, employee job satisfaction and employee job involvement were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis.
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Role of career development program on employee job satisfaction and involvement in Nepalese commercial banks [printed text] / Bijay Neupane, Author . - 2017 . - 114p. ; GRP/Thesis + 10/B. Languages : English | Descriptors: | Career development
| | Class number: | 158.6 | | Abstract: | Career development usually refers to managing one’s career in an intra-organizational or inter-organizational scenario. Human resource is key asset for any organization. To makes any organization successful it is important to satisfy their employees in the organization. It is not only enough to fulfill their financial needs, their satisfaction matters a lot to make them happy, so organizations should have to invest in their employees as well as career development programs (Shelton,2001). Shujaat et al.(2013) stated that there is a positive relationship between career development and employee job satisfaction in banking sector. Employees are satisfied with career development activities that are offered at their organizations. Career development planning is important for both the individuals and for the organization because it is not possible to plan for the career without identifying the needs of organization and competencies of employees. So, organization's needs cannot be satisfied without satisfying individual needs (Lingham, 2000).
The organizations need to take note that “A happy employee is a happy customer.” Person either could be satisfied or dissatisfied with their jobs but if career contentment is not there with every new job a person has to face the desire to change the job again (Garton, 2007). Paullay et al. (1994) revealed that the job involvement can be explained “as the degree to which one is cognitively preoccupied with, engaged in and concerned with one‘s present job”.Moreover, job involvement is a consequence of work situations and individual differences. Socio-demographic and psychological variables can affect job involvement ( Gunasundari et al., 2016).
Shelton (2001) investigated that training and development increase employee satisfaction and are significant in an employee’s decision to stay with a company. Chughtai (2008) examined that job involvement was positively correlated with both in-role job performance and organizational citizenship behavior. Nadeem (2010) found a strong relationship between employee training effectiveness and motivation, job satisfaction and commitment, resulting in increase in organizational productivity. Ray & Ray (2011) revealed that factors like performance appraisal, participation in decision making, training and development, empowerment, compensation influencing HR practices have significant association with job satisfaction. Kaya & Ceylan (2014) revealed that career development programs and organizational commitment have a partial effect on employee’s job satisfaction, organizational commitment affects job satisfaction directly and positively, and career development programs in organizations do not affect the level of employee’s job satisfaction. Priya & Eshwar (2014) found that the degree of rewards, motivation and job satisfaction of employees has a strong relationship in the public sector and private sector commercial banks in Chennai.
In the context of Nepal, Chapagain (2011) revealed that employee participation is an important determinant of job satisfaction. Increased employee participation makes a positive effect on job satisfaction of Nepalese banking employees. Gautam (2016) found that Salary & remuneration, nature of work, training & development opportunities, promotion opportunities, working condition, and performance appraisal are found as the factors of satisfaction. Bista (2016)revealed that out of various factors job security, pay, promotion potentials, relationship with co-workers and supervisors are top most influencing factors to job satisfaction from high to low magnitude respectively.
The major purpose of this study is to investigate the impact of career development programs on employee job satisfaction and involvement in Nepalese commercial banks. Specifically, it examines the impact of compensation, promotion, training and development, job motivation and career counseling on employee job satisfaction and employee job involvement in the context of Nepalese commercial banks.
The primary source of data is used to assess the opinion of customers with respect to Career development program on employee job satisfaction and involvement. The survey is based on 220 respondents in the context of Nepalese commercial banks. The questions were asked in the Likert scale questions. The Likert scale questions of different variables compensation, promotion,training and development, job motivation, career counseling, employee job satisfaction and employee job involvement were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis.
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