THE RELATIONSHIP BETWEEN CAREER DEVELOPMENT AND HUMAN CAPITAL PERFORMANCE : CASE OF VIVO ENERGY, MOROCCO

Many organizations are suffering from a high turnover rate and weak employee retention due to some ignorance of the importance of understanding today’s employees’ needs and visions. Most of these organizations focus on monetary rewards and recognitions, such as incentives and bonuses, whereas the focus should be mainly on both monetary and non-monetary rewards. Employees are becoming more mindful of the importance of continuous career development, which helps them stand distinguished from the others. Actually, with the high competitiveness that exists in the job market, employees’ awareness has increased regarding career development practices. Skills and competencies are the major competitive advantages that employees must acquire to face the challenges related to job offerings. Vivo Energy is a large multinational company that operates in Morocco and might be constrained by the issue of adopting non-monetary rewards, which could increase its turnover rate and could negatively affect its organizational efficiency. Vivo Energy, Morocco, would benefit more if its management engages and satisfies employees by adopting non-financial recognitions related to career development. The present study aims to examine the relationship between career development and human capital performance, relying on a quantitative methodology that adopts a structured descriptive survey. The target population of this study comprises 500 employees working in the Headquarters of Vivo Energy, Morocco, and 116 survey respondents represent the sample size. Descriptive statistics of SPSS are used to present percentages, means, and standard deviations in addition to the correlation analysis, which examines and measures the relationship between career development and human capital performance. Therefore, the present study’s result reveals that the majority of the survey’s respondents are mindful of the vital role of career development as an effective non-monetary reward. The major aspects of career development encompass employee training, team leadership, mentorship, mobility and career guidance. Consequently, this study identifies a significant positive relationship between career development and human capital performance and determines that career development’s major aspects positively affect human capital performance through enhancing employee engagement, increasing employee satisfaction and improving employee productivity. Moreover, this study adds great and considerable value to the existing literature and the practice as well. Indeed, it implicates vital theoretical contributions and managerial perspectives that focus on different career development aspects not only for Vivo Energy, Morocco, but also for other organizations that might suffer from a high turnover rate issue. Hence, this study recommends more strengthening at the level of the organizational culture related to career development due to its crucial role in influencing employee productivity, organizational performance and operational efficiency.