The Influence of Employees’ Career Development on Performance of State Corporations in Kenya

Development of human resource capital has been cited by various scholars as a key determinant of corporate performance. The specific objective of this this study was to determine the influence of employees’ career development on the performance of State Corporations in Kenya. The results indicate employee career development is related to performance of State Corporation as demonstrated by a Pearson correlation coefficient (r = -0.512, p < 0.05). Amongst the constructs for employee career development, opportunities for coaching and mentoring has a stronger association (r = -0.396, p < 0.05) compared with opportunities for further training (r = -0.373, p < 0.05). The regression analysis showed that employee career development accounts for 50.4% of the variance in the dependent variable. Analysis of variance (ANOVA) confirms that this model has a good fit and exists (F = 35.152, p < 0.05). When individual constructs are considered, coaching and mentoring had a bigger influence on the variance in the dependent variable with a β coefficient of -0.269 compared with opportunities for further training which had a β coefficient of -0.240. The findings underscore the need to formulate policies in support of employees’ career development for State Corporations in Kenya.