The Effect of Career Development on Staff Motivation in Ethio telecom

By

Mengistu Kefelegn (ID-GSE/0712/06)

Thesis Proposal Submitted to Addis Ababa University School of Commerce

in Partial Fulfillment of the Requirements for the Award of A Master
of Arts Degree of Human Resources Management

Advisor: Fesseha Afewerk (Ast. Professor)

Addis Ababa, Ethiopia

January 29, 2016
 ABSTRACT

Lack of career development after extensive experience & training in organizations is an area of
great interest and concern. Lack of career development affects motivation and performance.
However, how career development influences motivation is not well researched.

The objectives of this study is to discover the effect of career development on staff motivation,
identify constraints to career development, assess the level of motivation among experienced &
trained personnel, establish strategies to minimize constraints to career development and
assess the effect of career development on motivation.

The study will adopt a descriptive research design since the study intended to gather
quantitative and qualitative data that would describe the effect of career development on
employee motivation in ethio telecom. The target population will be the employees of ethio
telecom working at Addis Ababa; this included both management and Non-management staff
which are comprised of 2428 employees. Through stratified random sampling a sample of 300
employees will be selected. The study will collect both primary and secondary data. Primary
data will be gathered using semi-structured questionnaires where the respondents will be issued
with the questionnaires.

Key words: Career Development, Career Management, Career Planning, Career Advancement, staff
Motivation.

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CONTENTS

ABSTRACT...................................................................................................................................i

CONTENTS..................................................................................................................................ii

CHAPTER ONE............................................................................................................................1

1. INTRODUCTION OF THE STUDY....................................................................................1

1.1. Background to the study.............................................................................................................1

1.2. Background of ethio telecom......................................................................................................2

1.3. Statement of the Problem...........................................................................................................3

1.4. Research Questions.....................................................................................................................4

1.5. Objectives of the study...............................................................................................................4

1.5.1. General Objective...............................................................................................................4

1.5.2. Specific Objectives.............................................................................................................4

1.6. Significance of the Study............................................................................................................4

1.7. Conceptual Framework...............................................................................................................5

1.8. Definition of Concepts................................................................................................................6

1.8.1. Career..................................................................................................................................6

1.8.2. Career Development...........................................................................................................6

1.8.3. Career Planning..................................................................................................................6

1.8.4. Career Management............................................................................................................6

1.8.5. Career Advancement..........................................................................................................7

1.8.6. Motivation..........................................................................................................................7

1.9. Limitations and Delimitations....................................................................................................7

1.9.1. Limitations..........................................................................................................................7

1.9.2. Delimitations......................................................................................................................7

CHAPTER TWO...........................................................................................................................8

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2. LITERATURE REVIEW......................................................................................................8

2.1. Introduction................................................................................................................................8

2.2. Career Development...................................................................................................................8

2.3. Career Planning..........................................................................................................................9

2.4. Career Advancement................................................................................................................10

2.5. Hindrances to career development...........................................................................................10

2.5.1. Organization Structure......................................................................................................10

2.5.2. Individual Factors.............................................................................................................11

2.5.3. Political factors.................................................................................................................11

2.5.4. Social Factors...................................................................................................................12

2.6. Motivation................................................................................................................................12

2.7. Relationship between career development and motivation......................................................13

2.8. Benefits to Employees..............................................................................................................14

2.9. Summary...................................................................................................................................15

CHAPTER THREE.....................................................................................................................16

3. RESEARCH METHODOLOGY........................................................................................16

3.1. Introduction..............................................................................................................................16

3.2. Scope of the study.....................................................................................................................16

3.2.1. Geographical scope...........................................................................................................16

3.2.2. Content scope...................................................................................................................16

3.2.3. Time/Period scope............................................................................................................16

3.3. Research Design.......................................................................................................................17

3.4. Population of the study.............................................................................................................17

3.5. Sample Size..............................................................................................................................17

3.6. Sampling Procedure..................................................................................................................17

3.7. Sources of Data.........................................................................................................................18

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 3.7.1. Primary Sources................................................................................................................18

3.7.1.1. Questionnaires..............................................................................................................18

3.7.2. Secondary Sources............................................................................................................18

3.8. Procedure for Data Collection..................................................................................................19

3.9. Data Management and Analysis...............................................................................................19

3.9.1. Quantitative analysis.........................................................................................................19

3.10. Ethical Issues........................................................................................................................19

3.11. Report writing.......................................................................................................................20

3.12. Work Schedule Plan.............................................................................................................20

3.13. Budget Description...............................................................................................................20

Biblography.................................................................................................................................21

APPENDIX.................................................................................................................................24

APPENDIX A.......................................................................................................................................24

Questionnaire on Career Development and Staff Motivation..........................................................24

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 CHAPTER ONE

1. INTRODUCTION OF THE STUDY

1.1. Background to the study

Career development and staff motivation are key strategic considerations for all organizations
regardless of their size, sector, market or profile.
The development of the capacity and capability of the organization‘s managers have a fundamental
impact on efficiency, effectiveness, morale and profitability of an organization. High performing
organizations increasingly pay close attention to the validity of their recruitment practices and are
becoming equally attentive about developing their employees in order to ensure they achieve
optimum performance both in the present and the future.
Stones and Freeman (1992) list special training for career development and motivation undertaken
by supervisors as: Career Planning and Development for Personnel. A career refers to all of the jobs
that people hold during their working lives. Career planning is the process by which employees plan
their career goals and paths. Career development refers to all of the technical and managerial skills
employees acquire to achieve their career plans. Career advancement, which gives a picture of future
opportunities in terms of promotion, is a motivating factor for performance and development of
skills.

Motivation contributes greatly to productivity in organizations. This is a point highlighted by

Armstrong (2001) who asserts that issues regarding motivation should be closely monitored in
organizations because they affect the sustenance of high levels of performance through people; from
whom management expects results that are in accordance with organizational goals and objectives.

Performance involves employees‘ application of their abilities and efforts; that is why employee
motivation is so vital to overall performance of any organization. This study is focusing on career
development in general and career advancement in particular. It is assumed that after extensive
experience & training these employees should be promoted so that they advance their careers. This
would also motivate them. However, this seems not to be the case. There is limited career
advancement following the organization reform of ethio telecom; this is likely to seriously affect the
motivation of employees to perform their duties.

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1.2. Background of ethio telecom
The introduction of telecommunications services in Ethiopia dates back to 1894, when Minilik II, the
King of Ethiopia, introduced telephone technology to the country. Ethiopian Telecommunications
Corporation is the oldest public telecommunications operator in Africa. In those years, the
technological scheme contributed to the integration of the Ethiopian society when the extensive open
wire line system was laid out linking the capital with all the important administrative cities of the
country.

Lately the former Ethiopian Telecommunication Corporation reformed as Ethio telecom and is
launched on December, 2010. The company is fully owned by the state government, but
management was outsourced to France telecom known as Orange Company for two and half years.
The government was outsourced the old company ETC because of unable to meet the demands of
the fast growing country. The contract was aimed at uplifting the service of ethio telecom to
international standards and to facilitate technology transfer for domestic professionals.

The company currently led by natives and provides telecom service in the entire country on voice,
internet & data, channels, with comprehensive plans in place to meet the requirements set out by
the Ministry of Communications & Information Technology (MCIT) and peoples of Ethiopia.

The organizational structure includes different functional divisions that are under direct
administration of Board of Directors. The organizational structure of ethio telecom depends on
functional structure. The company has sixteen major significant divisions, which is led by chief
officer, departments led by officer, sections led by managers, and groups led by supervisors.

Ethio telecom follows more likely a flat organizational structure. In a flat organizational structure,
there is very little room for employees to move up through the business. Off course there are
advantages to lower the problems caused by unhealthy competition. However, the flat structure also
makes it harder for ambitious employees to find satisfaction. Some people enjoy working hard
toward a promotion, and there is no much opportunity for this in a flat structure.

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1.3. Statement of the Problem

Many employees have been assigned and trained following the organization reform of ethio teleocm
since 2010 but they are remained stagnant with little evidence of career development. There is a
level from which employees (whether staff or management) find it difficult to move upwards or get
promoted yet the company needs employees who perform their duties well. Limited career
development is a problem. However, how limited career development affects the motivation of
employees remains not well understood in ethio telecom. In addition the hindrances to career
development are not known and the solutions to these hindrances are not known either. If this
problem continues and motivation gets seriously affected, the performance of the employees is likely
to decline and this could seriously affect the achievement of the goals and objectives of ethio
telecom.

Therefore, the focus of this study is to assess the presence of career development following the
organization reform after long experience & training, the hindrances to career development and the
effect of this on employee motivation. And also to recommend the possible strategies that will
minimize hindrances of career development and maximize the motivation of employees in the
company so as to enhance the performance of the employees that will contribute to the achievement
of the broad organizational goals and objectives of ethio telecom. The findings of the study would
enable policy makers to seriously address the limited career development after extensive experience
& training in ethio telecom. In addition this study derives its significant from its potential
contribution at two primary levels: theoretical and practical at the theoretical level, the present study
is expected to bridge a gap in the literature for empirical research focusing on career development to
contribute to employee's motivation in ethio telecom. For the practical contributions, this study is
expected to provide new solutions and evidence on the usefulness of segmentation techniques for
human resource management.

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1.4. Research Questions

i. Is there career development practice in ethio teleocm?

ii. What are the constraints to career development?
iii. What is the effect of career development on staff motivation?

1.5. Objectives of the study

1.5.1. General Objective

The purpose of the study is to examine the effect of career development on staff motivation in ethio
telecom.

1.5.2. Specific Objectives

a. To assess the availability of career development practice in ethio telecom.

b. To investigate constraints to career development.
c. To assess the effect of career development on staff motivation.

1.6. Significance of the Study

This study will create knowledge about career development and its hindrances and how the
hindrances can be overcome and its effect on motivation. The first beneficiary would be ethio
telecom. It is hoped that the findings of the study would enable policy makers to seriously address
the limited career advancement after extensive experience & training.
d.

Other organization which may have similar problems would learn from ethio telecom experience and
they would give more attention to their career development and career advancement policies.

Managers in ethio telecom interested in manpower planning and career development would use the
findings of this study to evaluate possible/likely strategies that could adequately address the limited
career development in the company.

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1.7. Conceptual Framework

Career development is supposed to lead to motivation.

In some instances, Career development does not lead to staff motivation due to hindrances which can
be political, individual, organizational, social to mention but a few.

In ethio telecom career development seems not to always lead to career advancement, promotion,
higher salary, & higher allowances and this is the focus of the study. Improved performance should
result into career advancement in the form of for example, promotion, higher salaries and higher
allowances. However, there are hindrances to career development, which may be due to individual
limitations, organizational weaknesses or political pressure and influence. On the other hand, career
development should motivate employees and induces them to willingly spend energy on the job or
task, to own decisions affecting their work and to willingly put in extra time and effort on the job.

Independent Variables Dependent Variables

Career Development: Motivation:

 Career Planning  Willingness to spend energy on job/task

 Career Advancement  Owning decisions affecting work

 Putting in extra effort willingly
Constraints to Career
Development:
 Individual
 Organizational

 Political
 Social

Figure 1: The Conceptual framework for the study

Source: The questions used to assess the above mentioned variables are adopted from
www.news.mak.ac.ug/documents/Makfiles/theses/Mwanje_Sarah.pdf

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1.8. Definition of Concepts

1.8.1. Career
As cited in Adeniji and Osibanjo (2012), the term ―career‖ connotes different meaning to different
people; Wilensky (1961) defines it in structural terms in relation to paid jobs as ―a
succession of related jobs arranged in a hierarchy of prestige, through which persons move in an
ordered, (more or less predictable) sequence.‖ Wilensky (1961) sees career as a design, tailored for
individuals to undertake and the end can be predicted. However, Leach and Chakiris (1988) see
career in a more deeper perspective, they argue that career is by-product of job and job is activity
individuals get into in order to get paid, and job does not lead individuals to anywhere; while career
is seen as a continuous and progressive behavior display by individuals moving through a journey
(path/ladder) that leads to predicted/known ultimate end. The above definitions would be adopted for
this study, therefore, we would like to define career as a series of work-related positions an
individual occupies throughout his/her work life.

1.8.2. Career Development

Career development is the lifelong process of managing learning, work, leisure, and transitions in
order to move toward a personally determined and evolving preferred future (Armstrong, 2009:
262). It is a very broad term and this study will limit itself to the definition of career development as
the process through which an individual‘s moves and experiences through the organization are seen
to be rising to higher levels or otherwise, and how he/she interprets those experiences. Career
development would then meet the needs of both the individual and the organization.

1.8.3. Career Planning

Career planning is a process designed to help employees move to jobs that are more congruent with
their personal goals. Employees receive feedback about how the organization views their skills and
where they fit into the organization (Mondy & Noe, 1996, p. 300).

1.8.4. Career Management

Career management is a process initiated by the organization which aims to recruit, develop and
move people according to its own needs (Schmidt, 1994).

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 1.8.5. Career Advancement

For purposes of this study career advancement will be taken to imply progression through the ranks
of the organizational hierarchy.

1.8.6. Motivation

Motivation is the driving force that makes people willingly want to put in their best in what they do.
Many contemporary authors have defined the concept of motivation. Baron (1983) describes
motivation as, ―an accumulation of different processes which influence and direct our behavior to
achieve some specific goal‖.

Pinder (2008) referred that, ―Work motivation is a set of energetic forces that originate both within
as well as beyond an individual‘s being, to initiate work related behavior, and to determine its form,
direction, intensity and duration.‖ According to L. Deckers (2010), Motivation is a person‘s internal
disposition to be concerned with and approach positive incentives and avoid negative incentives. To
further this, an incentive is the anticipated reward or aversive event available in the environment.

In this study, motivation will mean the process through which employees are given the impetus to
maintain high performance levels through among others rewards, supervision, incentives and work
situations and as noted by Armstrong (2001) motivation can be best described as goal directed
behavior.

1.9. Limitations and Delimitations

1.9.1. Limitations

Due to limited availability of resources the research is limited to limited population size. This will
limit the findings to be applied to other the entire company. Due to limited resources the researcher
has selected only 300 respondents for this study.

1.9.2. Delimitations
It is a voluntarily research. Any of the employees can be a part of this project. The scope of the study
may focus on specific variables such as career development, career advancement, training and
motivation described in the proposal.

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 CHAPTER TWO
2. LITERATURE REVIEW
2.1. Introduction

The chapter reviews the related literature available on the problem under study according to selected
themes that are related to the study. It ends with a conclusion that high lights the research gap. The
focus is on career development in general, learning as a lifelong process, career advancement, the
relationship between employees‘ motivation and career advancement, hindrances to career
advancement after extensive experience & training.

2.2. Career Development

The concept was first advanced by Frank Parson in 1909s and later Ginsberg et al, (1951), this
concept have transformed from the view of career development as a development process by which
individuals make occupational choices up to their early adulthood, to being viewed as a lifelong
process of occupational decision making process that occurs at different sub-stages of one‘s life
(Patton & McMahon, 2006).The term career development had increasingly came at the end of
twentieth century, to describe the psychological, sociological, educational, physical, economic and
change factors combine that combine to shape individual career behavior over the life span(Patton &
McMahon 2006) According to Blau (1998) It is the evolution or development of a career informed
by experience within a specific field of interest, success at each development and educational
attainment. Career development includes learning, developing and mentoring employees to ensure
that they navigate their career path within an organization, which enhance productivity for an
organization.

Field & Thomas (1992) defines Career development as a series of activities or the ongoing process
of developing one‘s career. It is a process that entails training new skills, moving to higher job
responsibilities; make a career change with the same organization, or starting one‘s own business.
Career development is an effective way to foster future leaders within organization with relevant
skills and experience that will be required to implement organization strategies. The concept of
career development has evolved over time, with various authorities advancing varied theories on
how individuals shape their careers. They also maintain that career development is a lifelong process
of managing work leisure, and transition in order to move towards a personally determined and
evolving preferred future. Positive career development program helps organization attract and retain
the best people by recognizing and responding to the needs of individual employees, they will get

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the best of them. Effective career development program helps develop the economy and also benefits
individuals, employers and society at large. Recognizing that everyone potentially has a career and
that as a consequence, everyone has career development needs, means that attention must be paid to
how career development is best supported (Field & Thomas, 1992).

In today‘s competitive market, successful businesses regardless of size need employees who have
the necessary knowledge and skills to make an effective contribution as drivers towards achieving a
competitive edge. Therefore, vision of a competent, confident, loyal and valued workforce
delivering high quality, person-centered services is rightly ambitious. Armstrong (2001) agrees and
points out, that today‘s dynamic environment requires continuous professional and managerial
development.

Stakeholders should put in place, if not already available, a range of structures and processes to
support the development of the workforce we need now and for the future. Pareek and Rao (1992)
concur and argue that training and development of employees should be seen as an investment, not a
cost; and that bad performance, ignorance and low commitment to duty are very costly barriers in
business. It is pointed out that the key to high levels of performance lies in having employees who
are willing to work, are well managed, well led, well-motivated and are always re-skilling. Career
development covers an employee‘s working life. It starts with, for example staff orientation, on-job
training, experience, short courses, professional courses, post graduate degrees or diplomas.

2.3. Career Planning

Leibowtz (1986) claims that career planning is a continuous process of self-assessment and goal
setting designed by employee and employer in order to work in line with organizational objective.
Career planning involves both employee and employer connecting together to identify goals, and
also develop strategies required to fulfill identified goal. Leibowtz (1986) maintains that employees
should identify their abilities through programs such as coaching , mentoring and counseling, so that
management will decide on the what training needs that should be developed, and also determine the
task that should be assigned to them. The process help an organization to gain competitive
advantage and also ensures skills and abilities are matched with task, thus productivity is enhanced.
Organizations that wish to effectively structure it positions with regards define roles and
responsibilities, must undertake the process of career planning to ensure effectiveness in output, and
also enhance productivity.

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2.4. Career Advancement

Career advancement normally entails a clearly marked path of progression through the ranks of an
organization. It is based on merit without regard for race, gender, age or ethnicity. Deserving cases
become eligible for advancement. When employees get to know that each one of them has an equal
chance of making it to the top, it becomes easy for them to put in their best. Graham and Bennet
(1995) agree and note that the prospect of career advancement might in itself motivate employees to
work hard. Baguma and Rwabwera (n.d.) also confirm that employees aspire to progress steadily in
organizations for which they work.

Under normal circumstances, career advancement would involve the existence of alternative career
paths based on the individual employee‘s and organizational needs. As Capelli and Hamori (2005)
point out lack of advancement, for any reason, damages a manager‘s chances of making it to the top.
Their study involving 100 executives brought out an interesting fact – that the longer one stays in a
job the less likely his/her chances of advancement.

2.5. Hindrances to career development

2.5.1. Organization Structure

The organizational structure as noted by Tharenous etal (1994) may indeed play a part in one‘s job
situation as far as training and career advancement are concerned. It is argued further that an
organization whose hierarchy is dominated by men may impact negatively for career advancement
for women managers.

In addition, a rigid structure which provides very few job openings impacts negatively on career
advancement after extensive experience & training. Beardwell, Holden and Claydon (2004) observe
and rightly so that effective management development should give due consideration to career paths
and opportunities for promotion and progression. Today, due to rapid changes in organizations, (as
organizations are delayered) there is a great deal of uncertainty and no clearly defined progression
paths; promotion is no longer ―automatic‖ as was the case in the structures and cultures of traditional
organizations. This scenario is very real as BBC workers found out in the 1990s due to
organizational changes and ―corporate-belt is tightening‖ in the 1980‘s (Hilton 1991). The issue is
explored by Torrington & Hall (1995) who attribute the decreasing opportunities for upward

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promotion which appeals to most employees, to organizational delayering; they go further and point
out that in the longer term, constant change and reshaping in organizations turn career planning into
an exercise in ‗fortune telling‘ (futility).

2.5.2. Individual Factors

Torrington and Hall (1995), note that the responsibility for managing a career is with the individual,
although the organization may play a key role in facilitating and supporting this. Indeed an employee
who pursues training that is inconsistent with the organization‘s set goals and objectives would not
advance his/her career. This point is also advanced by Mullins (2005) who argues that for self-
development to be supported by management, it has to be relevant to organizational needs and goals.
Graham and Bennett (1995) concur and in their discussion of jobs and careers argue that employees
should set and aim at specific targets, identify career priorities and consistently monitor their
achievements and failures.

2.5.3. Political factors

Organizational politics may prove to be a hindrance to career advancement after training in whatever
form it takes (from nepotism, ethnicity, ‗corruption‘ to favoritism). Nzuve (2007) states in some
institutions, managers create ‗coalitions‘ to assist, block, protect or hinder some employees. On the
other hand, some organizations for example may have to be conceptualized in the larger context of
national politics. Indeed The Evergreen Business Group (2006) in their discussion on accelerating
career success, acknowledge that organization politics can be a real problem that can stretch from
victimization, disregard for ethics, talent and manipulation by supervisors. Robbins (2010) points out
that, systems that can be manipulated by managers in order to reward and recognize ‗favorite‘
employees demoralize the rest of the staff. Cranfield University‘s School of Management (2006)
agree and send a stark warning that organization politics, which concerns motives, power, positions
and competition, if not used constructively, can impact negatively on various aspects of the
workplace.

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 2.5.4. Social Factors

Taking a break from employment to raise young children halts one‘s career advancement. Branching
out in a new field for a more flexible job in which to raise children also puts a stop to one‘s
aspirations in an organization which had provided stable employment; this interruption of one‘s
career path way is highlighted by Torrington & Hall (1998). Even issues regarding accommodation
of husband/partner‘s career may come into play here. In addition, feelings of inferiority among
women and racial minorities, or ‗social class identity‘ as Torrington & Hall (1998) describe it, may
limit career choices or even advancement in as much as promotional interviews is concerned.

2.6. Motivation

Studying motivation, as noted by Armstrong, (2009:252) is an integral part of human resource

management. They point out that motivation focuses on reasons that explain the way people behave.
As Price, (2009: 14) points out, all managers should address themselves to issues of employee
motivation. He concludes that the life span of organizations depends very much on their ability to
achieve personal and organizational goals. Saari and Judge, (2004) confirm the issue of needs or
motives. These scholars contend that our behavior as human beings is ―goal-seeking‖. Armstrong,
(2009:252) agrees that indeed motivation is goal directed behavior. Robbins et al, (2009) also concur
and argue that motives direct the way employees behave at the work place. This point is also
highlighted by Price; (2009: 439) who confirms that motivation energizes, directs and sustains
behaviour. Motivation is a great contributor to the extent of employee commitment. They also argue
that motivation cannot be in isolation it must go hand in hand with, among other things, learning and
ability.

According to Robbins, et al. (2010: 396) future leaders ought to be selected on the basis of their
ability to stimulate organizational motivation. It is, therefore, very important, for organizations to
take the issue of motivation seriously in administration of reward systems because job satisfaction or
lack of it affects productivity and the achievement of organizational goals. Saari and Judge, (2004)
note that, the force that is behind motivation drives employees to act and put in willingly their best
performance towards the achievement of expected results. Managers therefore need to understand
the needs and aspirations of their employees. Reward systems can motivate or demotivate
employees. They argue that managers must know what motivates employees so as to bring about
improvement in job performance and goes further to argue that where employees goals are not met

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(and organizational goals are not in conformity with personal goals of employees), employees may
not identify themselves with organization goals. As a consequence, organizational goals may be put
in jeopardy. Employees to perform cannot be overemphasized. Saari and Judge, (2004) point out that
rewards are vital for staff acquisition and retention. Promotion is necessary for job satisfaction and
that it stands for increased incentives in recognition of the employee‘s performance and contribution.
Career advancement and reward systems are sources of motivation at the work place. I therefore
deduce that there may be a negative impact on motivation, morale, job satisfaction and performance
in instances where employee‘s expectations for advancement are not met. Employees, especially
young people, get apathetic when they feel there is little chance of personal growth in their career.

2.7. Relationship between career development and motivation

Lynton and Pareck (1990) emphasize that employers should always encourage staff to re-skill as a
means of benefiting the organization. These scholars equate any reduction regarding learning and
development to ―commercial suicide‖; and they contend that organizations that actively
encourage learning become more competitive (and profitable) to cope with today‘s increasingly
demanding and selective customers.

Promotions are the most motivating when the next step upward is never too far out of reach. How
can flat organizations—with very few opportunities for promotions between a team‘s entry-level and
top jobs—keep employees engaged and working hard?

Li and Powell‘s model has a few implications for such companies. The first is that growth can
provide new opportunities—think of early employees at a start-up, who start out in junior roles and
are soon running their own teams. ―Firms that are expanding are going to find it easier to use career-
based incentives,‖ Powell says. ―When the firm‘s growth starts to level off, you have to
adjust expectations, because you have significantly less flexibility.‖

Firms that are not growing may have to compensate for the lack of advancement opportunities in
other ways. ―In order to motivate workers, you might want to give stock options or award bonuses
more,‖ Li says. Checks and balances within a flat organization, and long-term incentives like stock
options, can help ensure that employees are making choices to benefit the company in the long run—
and not simply creating a short-term improvement to earn a bonus.

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It is also important for every company to remember that promotions do not happen in isolation: they
are tied in with a firm‘s policies, salaries, and org chart. Additionally, it is important to keep
opportunities for individual workers in mind when making offers and structuring teams.

―If you‘re going to promise people that if they work for you for three years they‘re going
to get promoted, you need to make sure that you need people at higher-level positions three years
from now,‖ Powell says. ―When you‘re managing your workforce, you need to manage the careers
of the workers themselves.

2.8. Benefits to Employees

Career advancement leads to the development of new skills and competencies; increased job
satisfaction (more challenging work, greater variety etc.) aligning work with personal values and
motivations; provides a map for employees to see how they might be able to move laterally or
vertically in the organization; provides individuals with a degree of influence and control over the
direction of their careers and an ability to identify and plan their development. Indeed it is argued
further that career advancement makes it possible for an organization to have a well-motivated
workforce - and this creates among others: improved ability of managers to plan ahead for the
staffing of key positions (succession planning); better identification of the organization‘s workforce
planning needs; increased staff morale through a sense of development and feeling valued; lower
staff turnover levels and a more stable workforce; increased internal recruitment activity (rather than
external), and the associated cost savings; retention of more experienced and skilled staff and
improved level of service to people with a disability and families. It should be noted, however, that
some organizations prefer external recruitment in a bid to select the best person for the job.

Armstrong (2001) agrees with this and notes that people are motivated when they expect that a
course of action is likely to lead to the attainment of a goal and a valued reward - one that satisfies
their needs. He goes even further to assert that the organization can provide the framework that can
facilitate high levels of motivation through the provision of incentives and rewards, satisfying work
and opportunities for learning and growth. The manager‘s role here, in motivating employees to
perform cannot be overemphasized. Nomura Research Institute Ltd (2005) point out that rewards are
vital for staff acquisition and retention. Baguma and Rwabwera (n.d) concur and agree that
promotion is necessary for job satisfaction and that it stands for increased incentives in recognition
of the employee‘s performance and contribution.

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2.9. Summary

From the literature reviewed, career development is suggested to lead to motivation. The study will
be expected to support this assertion. Most of the research has been done abroad. Not much has been
done in Ethiopia. Furthermore, the literature has failed to identify hindrances to career development.
It also fails to establish the relationship between career development and motivation in Ethiopia
setting. This study intends to fill the existing research gap by conducting a study to determine the
effect of career development on employee motivation in ethio telecom.

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 CHAPTER THREE
3. RESEARCH METHODOLOGY
3.1. Introduction
This chapter presents the elements of methodology that will be applied in the study. The chapter
covers research design, area of study, population of the study, sample size, sampling procedure, data
collection methods and instruments, procedure for data collection and data analysis.

3.2. Scope of the study

3.2.1. Geographical scope

The study will be carried out at ethio telecom head quarter. Ethio telecom is selected because it is a
monopoly company which provides telecom service to the country and it is where the researcher
works. Most importantly, there is a large pool of employees who have been assigned following the
organization reform since 2010. In addition, the researcher believed that ethio telecom as a
pacesetter might provide a rich source of information that will be provided without fear.
3.2.2. Content scope

The study covered the following variables:

The variables are career development & staff motivation.

3.2.3. Time/Period scope

This study covers the period from December 2010 to December 2015. These are 5 financial years,
nearly the length of strategic plans for most organizations. A period of 5 years is also good for
testing a policy.

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3.3. Research Design

The study will adopt a descriptive research design since the study intended to gather quantitative and
qualitative data that would describe the effect of career development on employee motivation in
ethio telecom. The study considered this design appropriate since it would facilitate gathering of
reliable and accurate data that would clearly describe the effect of career development on employee
motivation in ethio telecom. The target population was the employees of ethio teleocm at Addis
Ababa. This included both the management and Non-management Staff.

3.4. Population of the study

The study population will comprised of 2428 employees working at Addis Ababa that includes six
zonal offices including head quarter who were assigned & trained since December 2010 till now;
these are staff that have been assigned & trained by the company and staff that had used their
personal resources to further their education.

3.5. Sample Size

Total sample size will be 300 respondents for self-administered questionnaires. To arrive at the
sample size for the quantitative data, the researcher will divide the total study population of about
2428 employees into 2 strata or groups that excludes employee whose service year is less than a year
& who didn‘t attend any training during the last 5 years. This will be done according to gender and
rank from divisional heads. From division chief officer, department officer, section manager to
clerical staff.

3.6. Sampling Procedure

Sampling as described by Sarantakos (1997) is the process of choosing the units of the target
population which are to be included in the study in such a way that the sample of selected elements
represent the population. The study will adopt stratified random sampling. It will respect the
categories of employees and offers accurate results. Purposive sampling is to be employed in the
case of key informants because they were knowledgeable about career advancement and motivation
issues.

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3.7. Sources of Data

Both primary and secondary source of data will be used in conducting the research.

3.7.1. Primary Sources

In getting primary data there are several approaches available to gathering data. In order to collect
reliable and valid information, the researcher will contact employees of the Human resource
department of ethio telecom. The method to be used in collecting the primary data will be
questionnaire.

3.7.1.1. Questionnaires

The researcher will employee self-administered questionnaires which are as Bailey (1994) noted
instruments of data collection that are handed out to respondents and are to be filled by them
without any assistance from the interviewer.
A motivation questionnaire based on Warr, Cook and Wall (1979) will be used to assess the level of
motivation among employees who have trained. A questionnaire on advancement by the Alaska
Psychological Association (2002 – 2006) was adapted and modified so that it could be used to
discover and assess the level of advancement, hindrances to advancement and recommendations to
remove the hindrances.

The researcher chose this instrument because he wanted to cover a large representative sample of
345 respondents. Face-to-face interviews would have taken too much time and effort to be of any
use. As Cano (2000) observed, self-administered questionnaires are cheaper to use and can be
distributed on a large scale. In addition, sensitive topics, like the one covered by the researcher, can
only be effectively studied or examined using questionnaires. Furthermore, standardized
questionnaires used by in this study eliminated interviewer bias and solicited a very high response
rate as Bernard (2006) had observed.

3.7.2. Secondary Sources

The study also made use of secondary data in collecting information. The sources of the secondary data
include books, internet search, articles, and journals among others. This helped to identify how others
have defined and measured key concepts, the data sources that of others used and this helped to discover
how this research project is related to other studies.

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3.8. Procedure for Data Collection

The researcher will communicate to the Human Resources Division to seek authority to access
records pertaining to employees, who had been assigned Since December, 2010. The researcher will
explain that the information provided was purely for research purposes.

Self-administered questionnaires were given out personally by the researcher to the selected sample
of ethio telecom employees. There was a scale regarding the answers provided against which a
respondent could only tick one that bore close relation to the question asked in the questionnaire.

3.9. Data Management and Analysis

3.9.1. Quantitative analysis

The data will be collected, checked and edited for clarity, legibility, relevance and adequacy. This
involves checking for non-response and acceptance or rejection of answers, which had been pre-
coded by the researcher (textual responses were allocated numerical codes or values e.g. 1, 2, 3, 4, or
5 according to the scale or range). These codes eased the process of data entry.

3.10. Ethical Issues

Ethical issues in this research concerned, among other things, maintaining confidentiality about the
information gathered from respondents, using secured data for academic purposes only and ensuring
that the respondents‘ personalities will not be exploited.

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3.11. Report writing

After data analysis, the report writing process will start. The report will have five (5) chapters from
Introduction to the Study, Literature Review, Research Methodology, Results and Interpretation and
Discussion, Conclusion and Recommendations.

3.12. Work Schedule Plan

December December January February March April May

Main Activity
7, 2015 31, 2015 29, 2016 28, 2016 31, 2016 28, 2016 13, 2016
Thesis proposal
submission to
advisor(Chapter 1)
Literature Review
(Chapter 2)
Methodology (Chapter 3)
data collection instruments
Proposal defense
Data collection, analysis,
results interpretation &
discussion
Final write-up

Submission of final draft

3.13. Budget Description

Equipment and Facilities:

Stationary 2000 Birr
Internet fee 2000 Birr
Consultant Costs 9730 Birr
Travel:
Transportation 2000 Birr
Other Costs:
Entertainment 2000 Birr

Total Amount: Birr 17730

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 Biblography

American Psychological Association. (2010). Publication manual of the American Psychological Association

(6th ed.). Washington, DC: Author.

Arabian Journal of Business and Management Review (Nigerian Chapter) Vol. 3, No. 2, 2015

Armstrong, Michael (2009). Armstrong's Handbook of Human Resource Management Practice, (11th ed.)

London; Philadelphia

Bailey Kenneth D. (1994). Methods of Social Research, (4th ed.), the Free Press, A Division of MacMillan,

Inc., New York

Bartlett, K.R (2002). The relationship between training and organizational commitment: A study in the health

care field at http://www3.interscience.wiley.com/cgi-bin/abstract/900010666/Abstract, 20th October

2015

Beardwell I, Holden L. & Claydon T. (2004), Resource Management: A Contemporary Approach, (4th ed.),

Prentice Hall, Essex

Cappelli P. & Hamori M. (2005), The New Steps to Career Advancement, Retrieved from

http://hbswk.nbs.educ/archive4736.html, 21st November 2015

Career Advancement, Six Sigma Online, http://www.sixsigmaonline.org/six-sigma-trainingcertification-

information/higher-education-leads-to-career-advancement-opportunities.html, 3rd April 2014

Deckers, L 2010, Motivation: Biological, Psychological and Environmental, (3rd ed.), MA: Pearson, Boston.

Glenn D.Israel (1992-Reviewed 2009). “Determining Sample Size”, Agricultural Education and

Communication Department, Florida Cooperative Extension Service, Institute of Food Science and

Agricultural Sciences, University of Florida, http://edis.ifas.ufl.edu/pd006 , October 2006, 24th

November 2015

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Harvey Russell Bernard (2006). Research methods in anthropology: qualitative and quantitative approaches,

http://books.google.com,5th November 2015

Hilton P. (1991). “Career Planning at the BBC”, Personnel Management Plus. 2(12). December 1991

Osibanjo, Adewale Omotayo, PhD, Oyewunmi, Adebukola Esther

Hossain, M, Kamal & Hossain, Anowar 2012, ―Factors Affecting Employee‘s Motivation in Fast Food

Industry: The Case of KFC UK LTD‖. Research Journals of Economics, Business and ITC, Vol. 5,

pp. 22-29, viewed 2 November 2012, <http://ojs.journals.cz/index.php/RJEBI/article/view/223/227>.

http://www.ethiotelecom.et/?q=aboutus

International Journal of Management Research and Review, Vol. 2(8): 1334 – 1341.

International Journal of Social Sciences Management and Entrepreneurship, 1(2), (pp: 1-16), August 2014

Issues in Business Management and Economics Vol.3 (2), pp. 17-23, February 2015

Kakama T.F. (1995) “Analysis of Factors Affecting Motivation of workers: A Case Study of Rwenzori

Highland Tea Co. Ltd, Ankole Tea Estates – Bushenyi, Uganda Management Institute

Lynton R. & Pareek U (1990). Training for Development, (2nd ed.), Sage, New Delhi

Martin, J (2010) Key Concepts in Human Resource Management, Sage, London

Mathis, R L and Jackson, J 2011 Human Resource Management: Essential Perspectives Cengage Learning

NetMBA (2002-2006) “Herzberg‟s Motivation-Hygiene Theory (Two Factor Theory”

http://www.netmba.com/mgmt/ob/motivation/herzberg, 30th June 2006

Phillips J and Gully, S (2011) Organizational Behaviour: Tools for Success. Mason, Cengage Learning

Pinder, CC 2008, Work motivation in organizational behavior, (2nd ed.), Psychology Press, New York.

Price, a (2009). Human Resource Management in a Business Context. (3rd ed.). London: Thomson

Questionnaire on Career Advancement, Alaska Psychological Association http://www.akpa.

org/index.htm viewed 12th April, 2013

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Robbins, S P, Judge, T A, Odendaal, A and Roodt, (2009). Organizational Behavior: Global and South

African Perspectives. (2nd ed.). Cape Town: Pearson Education Inc.

Robbins Stephen P. (2010). Essentials of Organizational Behavior, (10th ed.). Pearson Education, Inc.,

publishing as Prentice Hall, Upper Saddle River, New Jersey, USA.

Saari, L M and Judge, T A (2004) Employee attitudes and job satisfaction. Human Resource Management.

Wiley

SARAH M.K.N. MWANJE (2010) Career Development and Staff Motivation in the Banking Industry: A

Case Study of Bank of Uganda.

Stones, J.A.R. & Freeman, R.E (1992). Management, (5th ed.), Prentice Hall, New Delhi

Torrington D. & Hall L. (1998). Human Resource Management, (4th ed.), Prentice

United States office of Personnel Management 1900 E Streets, Best Practices: Mentoring. NW Washington,
DC 20415
Wren, D (2011) The Evolution of Management thought. (6th Ed.). New York: Wiley

World Journal of Social Sciences 5( 1), January 2015 Issue. pp. 79 – 92 American

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 APPENDIX

APPENDIX A

Questionnaire on Career Development and Staff Motivation

Dear Participant,

I am a Master‘s student of Human Resources Management of Addis Ababa University School of

Commerce. I am conducting research on career development and staff motivation. This is an attempt
to assess the factors that hinder career development after the establishment of ethio telecom, how
this affects staff motivation and lastly to identify strategies that can minimize the constraints to
career development.

The success of this research depends on the collection of a wide range of views that would make the
findings representative. Your views are very important. Please participate in this research, which I
believe, is of great interest to all of us at ethio telecom.

This survey will ensure anonymity and confidentiality. You do not have to indicate your name on
this questionnaire. No individual will be identifiable at any stage of this research. Please answer as
honestly as you can.

Thank you in advance,

Yours faithfully,

Mengistu Kefelegn

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 SECTION A: Bio Data
Please fill in the questionnaire by ticking only one box.

1. Which one is your domain category in ethio telecom?

Support Network
Commercial
Information System
2. Your Job Level falls in?
B C D E F G

3. Age below 20 years 21 – 25 years 26 – 30 years

31 – 40 years 41 – 45 years 46 – 50 years

Above 50 years

4. Sex Male Female

5. Marital Status Married Single Divorced Widowed

6. How many children do you have?

None 1–2 3–5 Above 5

7. For how many years have you held your present position?
1-2 years
2-4 years 4-6 years 6-8 years Above 8 years
8. Length of service in ethio telecom

Less than a year 1 – 2 years 3 – 5 years

6 – 10 years 11 – 15 years 16 or more years

9. On what basis are you employed?

Permanent Contract Other (specify)…………….

10. Highest qualification

Masters Bachelor‘s Degree Diploma Other………

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SECTION B: Career Planning
This section focuses on your career planning in ethio telecom.
Please indicate with one tick the choice closest to your level of agreement.

11. I have set my career goals

Strongly disagree Disagree Neutral Agree Strongly Agree

12. There is assistance from management to help match my personal goals and opportunities
available

Strongly disagree Disagree Neutral Agree Strongly Agree

13. There are fellow employees in the firm to help when called upon or volunteer to help with
career challenges

Strongly disagree Disagree Neutral Agree Strongly Agree

14. There are career positions that align around a common career theme (marketing,
management, software, verticals, etc)

Strongly disagree Disagree Neutral Agree Strongly Agree

15. There is room for individual assessments of abilities, interests, career needs, and goals

Strongly disagree Disagree Neutral Agree Strongly Agree

16. There are organizational assessments of employee abilities and potential

Strongly disagree Disagree Neutral Agree Strongly Agree

17. There is clear communication of information concerning career options and opportunities
with the firm
Strongly disagree Disagree Neutral Agree Strongly Agree

SECTION B: Career Advancement

This section focuses on your chances of advancement (e.g. promotion, higher pay, etc) in ethio
telecom.
Please indicate with one tick the choice closest to your level of agreement.

18. Generally, staff trusts ethio telecom‘s senior management.

Strongly disagree Disagree Neutral Agree Strongly Agree

Thesis Proposal_Mengistu(GSE-0712-06) Page 26
 19. I feel ethio telecom values me more as its employee.

Strongly disagree Disagree Neutral Agree Strongly Agree

20. ethio telecom provides opportunities to grow and learn.

Strongly disagree Disagree Neutral Agree Strongly Agree

21. There are very good promotional opportunities at ethio telecom after the organization reform.

Strongly disagree Disagree Neutral Agree Strongly Agree

22. ethio telecom has supported my career advancement.

Strongly disagree Disagree Neutral Agree Strongly Agree

23. I see my current position as a training ground to another organization

Strongly disagree Disagree Neutral Agree Strongly Agree

24. In ethio telecom there is recognition for skills and accomplishments.

Strongly disagree Disagree Neutral Agree Strongly Agree

25. Has the nature of your job changed after new assignment? Yes/No ……………

26. If yes, please explain ………………………………………………………………….

27. If no, how do you rank your chances of securing a job change in another division or
department in ethio telecom?

SECTION C: Hindrances to career development

28. List factors that hinder an employee of ethio telecom from being promoted after new
assignment?

1) …………………………………………………………………….…………………

2) …………………………………………………………………….…………………

3) ……………………………………………………………………………………….

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SECTION C: STRATEGIES TO REMOVE OR MINIMIZE HINDRANCES TO

CAREER DEVELOPMENT AFTER NEW ASSIGNMENT

This section focuses attention on strategies that can be used to address lack of career
advancement after new assignment.
29. Are there strategies that can be used to remove or minimize hindrances to career

advancement after new assignment in ethio telecom?

Answer Yes/No …………………….

30. If yes, please outline possible strategies that can be used to remove or minimize hindrances

or constraints to career advancement in ethio telecom

1)……………………………………………………………………………………

2) …………………………………………………………………………………

SECTION D: MOTIVATION

Here, your attention is drawn to your present job. Please use the same scales of agreement as

above to indicate how you feel about your present job.

31. I feel a sense of personal satisfaction when I do this job well.

Strongly disagree Disagree Neutral Agree Strongly Agree

32. My opinion of myself goes down when I do this job badly.

Strongly disagree Disagree Neutral Agree Strongly Agree

33. I take pride in doing my job as well as I can.

Strongly disagree Disagree Neutral Agree Strongly Agree

34. I feel unhappy when my work is not up to my usual standard.

Strongly disagree Disagree Neutral Agree Strongly Agree

35. I like to look back on the day‘s work with a sense of a job well done.

Strongly disagree Disagree Neutral Agree Strongly Agree

36. I try to think of ways of doing my job effectively.

Strongly disagree Disagree Neutral Agree Strongly Agree

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37. Are you motivated to do your very best for ethio telecom after new
assignment?
…………………………………………………………………………………….
38. Please indicate with a tick how influential the following factors are on your decision to
continue working in ethio telecom

Somewhat Very Extremely

Hygiene Factors Not Influential Influential Influential
Influenti

Achievement

Career advancement

Personal growth

Job interest

Recognition

Responsibility

Opportunity for Promotion

Somewhat Very Extremely

Motivational Factors Not Influential Influential Influential Influential

Achievement

Career advancement

Personal growth

Job interest

Recognition

Responsibility

Opportunity for
Promotion

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 Thank you for your time

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