Identifying Career Development Opportunities within a Finance Department:

A Quantitative Study

by

Jennifer

February 2012

Table of Contents

Chapter 1: Introduction4

Statement of the Problem4

The research problem5

Background/justification6

Deficiencies in the evidence6

Audience7

Purpose of study statement8

Definition of Terms8

Chapter 2: Literature Review9

Theoretical Framework9

History of Career9

Organizational Support11

Self-Evaluation12

Coaching & Mentoring13

Networking14

Summary of the Literature15

Implications for future research20

Research Questions20

Chapter 3: Methodology22

Participants22

Data Collection23

Procedures Design23

Data analysis24

Limitations24

Timeline25

References26

Chapter 1: Introduction

Statement of the Problem

Baruch (2006) indicates that historically organizations were rigid in their hierarchical structure and offered security and predictable career paths. In contrast, the organizational system has changed to be dynamic and fluid causing careers to be unpredictable and multidirectional (Baruch, 2006). According to Reitman and Schneer “new careers do not require that the organization manage the employee's career. The expectation is that the employee will manage his or her own career, choosing to work for companies that provide opportunities to meet the employee's objectives”. Evidence in this regard is apparent in a survey conducted by BlessingWhite, a global consulting and research firm, who produced The Employee Engagement Report 2011 that reflects interviews with Human Resources (HR) and business leaders as well as online survey responses of nearly 11,000 individuals from North America, India, Europe, Southeast Asia, Australia/New Zealand, and China. According to this report “two factors top the list of satisfaction drivers for employees in nearly every region across every engagement level: career development opportunities and training” and “more opportunities to do what we do best” (2011, p. 14). These results were consistent with the findings from BlessingWhite State of the Career Report 2007 in which respondents indicated personal growth influenced them in managing their careers; “four in five agreed or strongly agreed that they do not think there is anything wrong with staying in the same job if they can try new things or develop their skills. This sentiment was consistent across geographic regions and generations” (BlessingWhite, 2007, 6).

While research has shown that employees expect career development opportunities from their organization to maintain their level of engagement and satisfaction, studies show that individuals are now taking control of their careers themselves and identifying activities to manage their success (Hoeskstra, 2010). Most importantly, the purpose of this study is to determine which component of career development is most highly associated with employee engagement.

The research problem

The organization where the proposed study is to take place is located in the North East region of the United States. Currently, the company employs approximately four hundred and twenty people in a variety of professional, technical, and administrative positions. The organization began operations in 1917 and currently consists of five unique businesses that make-up the larger organization. They have four locations and field representatives around the country. The writer is employed by this organization and is in a position to conduct the research with employees within the Finance department, analyze the results, and make recommendations to stakeholders as part of her function as the Assistant Vice President of Diversity and Development. As a result of her role the writer will have full access and permission from the organization to conduct this study ...