Assessment of Career Planning as Predictor of Employee Performance: The Role of Perceived Career Opportunity


  • Abubakar Tabiu Faculty of Management Sciences, Usmanu Danfodiyo Univesity,Sokoto, Nigeria
  • Abubakar Allumi Nura Faculty of Management Sciences, Usmanu Danfodiyo Univesity,Sokoto, Nigeria



Career planning, Career opportunity, Task performance, Contextual performance, Nigeria


Encouraging employees to put more effort towards achieving organizational goals through good career planning practice has been the focus of many studies. Nevertheless, examining the fundamental reasons why and how career planning/development practice predict performance remains unclear. This study, examined the direct and indirect relationships between career planning/development practice with employee performance (task and contextual) through the mediation of perceived career opportunity. Using a cross sectional survey of 265 employees of 27 local governments in North Western Nigeria, the results of Partial Least Square-Structural Equation Modeling (PLS SEM) revealed that career planning practice predicts employee task and contextual performance and perceived career opportunity was found to have mediated the relationships.


Akhter, M., Siddique, N., & Alam, A. (2013). HRM Practices and its Impact on Employee Performance: A Study of the Cement Industry in Bangladesh. Global Disclosure of Economics and Business, 2(2), 125-132.

Alfes, K., Shantz, A., Truss, C., & Soane, E. (2013). The link Between Perceived Human Resource Management Practices, Engagement And Employee Behaviour: A Moderated Mediation Model. The International Journal of Human Resource Management, 24(2), 330-351.

Amin, M., Ismail, W. K. W., Abdul Rasid, S. Z., & Selemani, R. D. A. (2014). The Impact Of Human Resource Management Practices On Performance: Evidence from a Public University. The TQM Journal, 26(2), 125-142.

Antoniu, E. (2010). Career Planning Process And Its Role In Human Resource Development. Annals of the University of PetroÅŸani, Economics, 10(2), 13-22.

Blau, P. M. (1964). Exchange and power in social life. New York: Transaction Publishers.

Borman, W. C., & Motowidlo, S. (1993). Expanding the Criterion Domain To Include Elements Of Contextual Performance. In N. Schmitt & W. C. Borman (Eds.), Personnel Selection In Organizations, 71-98. San Francisco: Jossey-Bass.

Borman, W. C., & Motowidlo, S. J. (1997). Task Performance And Contextual Performance: The Meaning For Personnel Selection Research. Human performance, 10(2), 99-109.

Budhathoki, D. K. (2004). Human Resource Management: Career Development. Journal of Nepalese Business Studies, 1(1), 99-100.

Chin, W. W. (1998). The partial least squares approach to structural equation modeling. In G. A. Marcoulides (Ed.), Modern Methods For Business Research , 295-336. Mahwah, New Jersey: Laurence Erlbaum Associates.

Cho, T., & Yoon, S. (2009). Human Resource Management, Individualism-Collectivism, And Individual Performance Among Public Employees: A Test Of The Main And Moderating Effects. The Korean Journal of Policy Studies, 23(2), 57-78.

Decenzo, D. A., & Robbins, S. P. (2010). Fundamentals of Human Resource Management. USA: John Wiley & Sons Inc.

Gabcanova, I. (2012). Human Resources Key Performance Indicators. Journal of Competitiveness, 4(1), 117-128.

Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a Silver Bullet. Journal of Marketing theory and Practice, 19(2), 139-152.

Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The Use Of Partial Least Squares Path Modeling In International Marketing. Advances in International Marketing, 20(1), 277-319.

Ikechukwu, D., & Paschal , A. J. N. (2017). Effects of Career Growth On Employees Performance: A Study Of Non-Academic Staff of Michael Okpara University of Agriculture Umudike Abia State, Nigeria. Singaporean Journal Of Business Economics, And Management Studies, 5(7), 8-18.

Inyang, B. J., & Akaegbu, J. B. (2014). Redefining the Role of the Human Resource Professional (HRP) in the Nigerian Public Service for Enhanced Performance. International Journal of Business Administration, 5(1), 90-98. doi: 10.5430/ijba.v5n1p90

Irene M. Kakui, & Gachunga, H. (2016). Effects of Career Development On Employee Performance In The Public Sector: A Case Of National Cereals And Produce Board. Strategic Journals Of Business And Change Management, 13(3 (19)), 307-324.

Kakui, I., & Gachunga, H. (2016). Effects of Career Development On Employee Performance In The Public Sector: A Case Of National Cereals And Produce Board. Strategic Journal of Business & Change Management, 3(3), 307-324.

Kapel, C., & Shepherd, C. (2004). Four Keys To Goals And Performance. Canadian HR Reporter, 17(4), 18.

Khalid, M. M., AbdulRehman, C., & Ilyas, M. (2014). HRM Practices and Employee Performance in Public Sector Organizations in Pakistan: An Empirical study. International Journal of Management Sciences and Business Research, 3(2), 69-77.

Koopmans, L., Bernaards, C., Hildebrandt, V., van Buuren, S., van der Beek, A. J., & de Vet, H. C. (2013). Development of an individual Work Performance Questionnaire. International Journal of Productivity and Performance Management, 62(1), 6-28.

Kraimer, M. L., Seibert, S. E., Wayne, S. J., Liden, R. C., & Bravo, J. (2011). Antecedents and Outcomes Of Organizational Support For Development: The Critical Role Of Career Opportunities. Journal of Applied Psychology, 96(3), 485-500.

Mohamad, M. H., & Yahya, K. K. (2017). Perceived Career Development Practice And Performance Of Employees: An Empirical Study In The Enforcement Organization. Journal of Global Business and Social Entrepreneurship (GBSE), 1(4), 54-61.

Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence That Task Performance Should Be Distinguished From Contextual Performance. Journal Of Applied Psychology, 79(4), 475-480.

Mugaa, L. G., Guyo, W., & Odhiambo, R. (2018). Influence of Career Progression on Employee Performance in Large Commercial Banks in Nairobi City County in Kenya. Journal of Entrepreneurship & Project Management, 2(2), 1-19.

Mwashila, H. M. (2018). The Influence of Career Development on Academic Staff Performance In Kenyan Public Universities In Coast Region. (Master of Business Administration MBA), Technical University of Mombasa.

Nwuche, C. A., & Awa, H. O. (2011). Career Planning And Development: The Realities In Nigerian Organizations. International Business and Management, 2(2), 117-127.

Oduma, C., & Were, S. (2014). Influence of Career Development On Employee Performance In The Public University, A Case Of Kenyatta University. International Journal of Social Sciences Management and Entrepreneurship, 1(2), 1-16.

Patrick, H. A., & Kumar, A. (2011). Career Management, Employee Development and Performance in Indian Information Technology Organizations. Business Management Dynamics, 1(5), 24-31.

Pynes, J. E. (2009). Human Resources Management For Public And Nonprofit Organizations: A Strategic Approach (3rd ed.). San Francisco: Jossey-Bass

Rhoades, L., & Eisenberger, R. (2002). Perceived Organizational Support: A Review Of The Literature. Journal Of Applied Psychology, 87(4), 698-714.

Ringle, C. M., Wende, S., & Will, S. (2005). SmartPLS 2.0 (M3) Beta: University of Hamburg, Hamburg. Retrieved from http:/

Saleem, S., & Amin, S. (2013). The Impact of Organizational Support for Career Development and Supervisory Support on Employee Performance: An Empirical Study from Pakistani Academic Sector. European Journal of Business and Management, 5(5), 194-207.

Shahzad, K., Bashir, S., & Ramay, M. I. (2008). Impact of HR Practices On Perceived Performance Of University Teachers In Pakistan. International Review Of Business Research Papers, 4(2), 302-315.

Sonnentag, S., Volmer, J., & Spychala, A. (2008). Job performance. In J. Barling, S. R. Clegg & C. L. Cooper (Eds.), The Sage Handbook Of Organizational Behavior 1, 427-447. London: SAGE Publication Inc.

Suleiman, W. (2013). A Study of Causes of Poor Attitude to Work among workers of both Public and Private Sectors Organizations in Bauchi State-Nigeria. International Journal of Academic Research in Business and Social Sciences, 3(7), 143-152.

Tessema, T. M., & Soeters, J. L. (2006). Challenges and Prospects Of HRM In Developing Countries: Testing The HRM–Performance Link In The Eritrean Civil Service. The International Journal of Human Resource Management, 17(1), 86-105.

Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee Performance: An Empirical Study. Global Management Journal, 3(1/2), 37-43.

Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative Approaches To The Employee-Organization Relationship: Does Investment In Employees Pay Off? Academy of Management Journal, 40(5), 1089-1121.

Van Scotter, J. R. (2000). Relationships of Task Performance And Contextual Performance With Turnover, Job Satisfaction, And Affective Commitment. Human Resource Management Review, 10(1), 79-95.

Zia-ur-Rehman, M., Faisal, H., & Khan, R. A. (2015). In Public Sector Organizations, how the Performance of Employees is influenced by the HR Practices-Analyzing the Perspective. Journal of Managerial Sciences , IX(1), 50.




How to Cite

Tabiu, A., & Allumi Nura, A. (2020). Assessment of Career Planning as Predictor of Employee Performance: The Role of Perceived Career Opportunity. Sains Humanika, 12(2).