Relationship between Career Development and Organizational Commitment in the Manufacturing Sector in Delta State, Nigeria

Abstract

This study examined the relationship between career development and organizational commitment in the manufacturing sector in Delta State, Nigeria. The study adopted a survey research design method. The study’s total population consisted of all the staff (employees) in Beta Glass Plc, Ughelli, Delta State, Nigeria. The population has a total number of four hundred and fifty four (454) staff (employees). A sample size of 227 was drawn from the targeted population of 454 employees by utilizing Yamane’s (1967) sample size calculation at 5% significant level while systematic sampling technique was used in selecting respondents to whom questionnaire were administered to. A structured questionnaire was used as the primary data collection instrument. Data were analyzed by means of descriptive (Mean, minimum, maximum and standard deviation) and inferential statistical techniques (Pearson correlation coefficient and multiple regression analysis). The findings of the study indicated that mentoring (T=5.43, P<0.05), advancement (T=2.97, P<0.05), training (T=2.01, p<0.05) and counseling (T=4.67, p<0.05) have a statistically positive and significant effect on organizational commitment. Based on these findings, it was recommended that Companies particularly Beta Glass Plc should initiate and implement mentoring programs that allow staff members to receive career-related guidance, education, and mentorship so they can effectively execute operations and other organizational tasks.. Also, more opportunities should be provided for staff members to develop their skills, abilities, and knowledge both inside and outside the company. Employees' ability to progress in their careers within the company should not be restricted in any way. More so, management should offer training programs to new as well as current staff. In addition to giving new hires the abilities they need for the job, this will revitalize current employees and update their talents for the modern workplace. Lastly, management should make an effort to implement counseling intervention programs that address employees' psychological and career-related concerns. Employees who are depressed and mentally worried can benefit greatly from this and get back on track.