[雙語(yǔ)翻譯]人力資源外文翻譯—職業(yè)規(guī)劃與報(bào)酬對(duì)員工績(jī)效與留任影響的實(shí)證研究（原文）

1、ISSN: 2321-8819 (Online) 2348-7186 (Print) Impact Factor: 1.498 Vol. 5, Issue 3, March 2017 1 Asian Journal of Multidisciplinary Studies, 5(3) March, 2017 Probing the effects of Career Planning and Reward on Employee Pe

2、rformance and Retention: An empirical Examination Abubakar Allumi Nura1 and Abubakar Tabiu2 1, 2Department of Public Administration, Faculty of Management Sciences, Usmanu Danfodiyo University, Sokoto. Abstract: The goal

3、 of this paper is to determine whether career planning and reward are in anyway related to employee performance. It also examines whether career planning and reward relate to employee retention. A sample of 300 worke

4、rs of the Ministry of Education Sokoto in Nigeria was purposively selected. It is assumed that supporting the career plans of workers in the said ministry deserves an immediate attention because their initiative coul

5、d usher in the needed change in salvaging the education system from becoming the shadow of its former self. In the end, the results indicate that two out of the three speculated relationships are established as been s

6、ignificantly correlated and one appeared insignificant. Thus, managers and administrators in public organizations are encourage to ensure good career planning and adequate reward in order to promote high employee per

7、formance and retention. Keywords: career planning, reward, employee performance, employee retention. 1. Background Even though the concept of career planning has become a scorching topic of concern in recent years yet

8、, it remains a paucity of rigorous academic literature on the subject. Again, a great deal of interest in career planning around the globe has been bisected with myriad of confusions in its conceptual definitions and

9、 inconclusive and conflicting findings. This is perhaps very true as the concept is measured in many varied ways. The fundamental nature of career planning is to create an avenue where employees are availed with the

10、opportunity to contribute their initiatives that will one way or the other impact positively on organizational goals. It is no longer a secret today that organizations particularly in the Nigerian context hardly enga

11、ge all their employees in to full organization activities, and some moderately do. The fact is that there is always a demarcation between those favored – the actively involved and those that are unprivileged- passive

12、ly involved. 1.1 Objectives of the Study 1. To examine the relationship between career planning and employee performance 2. To assess the correlation between career planning and employee retention 3. To examine the r

13、elationship between reward and employee performance 4. To examine the relationship between reward and employee retention 2. Related Literature and Hypotheses Development 2.1 The concept of career planning It is an unr

14、emitting decorous procedure that aims at developing employees and organization requirements. For an organizational continuity and employee retention to be attained Leibowitz and Schlossberg (1981) argued, career

15、planning is by far very paramount. From the perspective of organization, an employee receives the basic direction on potential career routes to attain career goals. After all, it is part of organizations’ desire f

16、or continuity, instigating and communicating career alternatives to employees. It is also stressed that organizations ought to provide an environment that will smooth the growth of career development by employee

17、s (Golden et al., 2006). More so, the concept of career planning refers to a sort of progression through which employees device their career goals and tactically builds up a ample plan for attaining those goals (Bya

18、rs O’Connell & Kung 2007). In a similar approach, other scholars like Armstrong (2008), Chhabra (2005), Jones and George (2006), believe spirited compensation and welfare packages such as salary, bonuses, stock

19、options, and health schemes and retirement packages are some of the means organizations utilize to be able to keep employees onboard. These evidences led to the statement of the forth hypothesis: H4: That reward and

20、employee retention are significantly correlated 3 Methodology This research is a survey and cross sectional research and the data used for this study were collected in February and May 2015 using a questionnaire ins

21、trument that was distributed to 300 employees of the ministry of education Sokoto. From the 300 questionnaires distributed 209 usable questionnaires were duly filled and returned, a response rate close to 70% percent

22、. To be able to determine the Consistency of the survey instrument, a check was conducted on the Content validity. All the items used in the questionnaire were adopted from different sources where their validity have

23、 been established and already accepted in the literature. Construct internal consistency was further assessed using the computed Cronbach’s alphas and Construct composite reliability. To further consolidate th

24、e authenticity of the instrument scales, discriminant validity was also examined. 4 Analyses of Findings In this segment of the study, the data obtained in the course of research was analyzed using SmartPLS 2.0 M3 (Ri

25、ngle et al., 2005). Measurement model evaluation was undertaken where the composite reliability, Average variance extracted AVE and factor loadings of the study constructs were assessed, discriminant validity ass

26、essment and goodness of Fit were also undertaken. The structural model evaluation followed where the hypothesized relationships among the variables were tested and decisions on the acceptance or otherwise of the hypo

27、theses was also shown. 4.1 Measurement Model Evaluation As earlier mentioned in the methodology, this study used SmartPLS 2.0 M3 (Ringle et al., 2005) as the tool for analysis. This tool analyses data from two

28、different steps of measurement and structural models. The first step which is the measurement model mainly ascertains the reliability of the measurement scales used in the study and it also treats the goodness of f

29、it of the model to be able to determine the global applicability (Ramayah, Lee & In, 2011). Table 1: Convergent Reliability Analysis Construct Items Loadings Composite Reliability AVE Career Planning CP1 0.98 0

30、.94 0.88 CP2 0.88 CP³ 0.81 CP5 0.79 CP6 0.83 Reward RW1 0.9 0.86 0.83 RW2 0.92 RW3 0.88 RW³ 0.86 Employee Performance EP1 0.76 0.95 0.77 EP2 0.79 EP3 0.82 EP³ 0.89 EP5 0.88 Employee Retention