A Quantitative Study of Career Management in Jamaican Financial Industry

The purpose of this quantitative correlational study was to determine if a correlation existed between career management, organizational leadership, and organization performance in Jamaican financial institutions. The problem concerns low productivity in Jamaican service organizations. The explorative study used Pearson product-moment correlation to investigate the relationship between organization career management and leadership as independent variables and organization productivity as the dependent variable. The study included executives, human resource managers and managers in four financial organizations- a large commercial bank, two investment banks and a major building society with head offices in the Kingston Metropolitan Area. The findings reveal that there is a relationship between organization career management and productivity in Jamaican financial organizations although leadership input was not a determinant factor. Organizational leadership tend not to be involved in the provision of organization career management but rather in the career management process (r (70) = .27, p <.05). Calculation of population Effect Size (ES) indicate that this correlation (r) is medium since r is .30 (.27). The findings indicate that leadership styles do not appear to reflect an awareness of the potential of providing and managing organization career management in order to benefit from its outcome as a source of sustained competitive advantage. This study recommends that organizational leaders become more involved in the provision of career management in their organizations to benefit from tacit knowledge in their organizations to improve productivity.