TABLE OF CONTENTS
Title Page
Table of contents
CHAPTER ONE: GENERAL INTRODUCTION
1.1 Background to the Study
1.2 Statement of Research Problems
1.3 Research Questions
1.4 Objectives of the Study
1.5 Hypotheses of the Study
1.6 Significance of the Study
1.7 Scope and Limitations
1.8 Schemes of Chapter
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
2.2 Definition of Career Development Intervention
2.2.1 Career Advancement Opportunities
2.3 The Concept of Training and Development
2.3.1 Nature of Training and Development
2.3.2 Dimensions of Training and Development
2.3.3 Training and Career Development
2.4 Career Management
2.5 Organizational Factors on Career Development
2.6 Retention as Tools for Economic Development
2.6.1 Factors Affecting Employee Retention
2.6.2 Compensation and Employee Retention
2.6.3 Training and Development and Employee Retention
2.7 Relationship between Career Development and Employee Retention in an Organization
2.8 Career Development Programmes in the Public Sector
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Population of the Study
3.4 Sources of Data Collection
3.4.1 Primary Source of Data
3.4.2 Secondary Source of Data
3.5 Sample and Sampling Technique
3.6 Method of Data Collection
3.7 Method of Data Analysis
3.8 Method of Testing Hypothesis
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Introduction
4.2 Data Presentation Analysis
4.3 Testing of Hypotheses
4.4 Discussion of the Findings
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary
5.2 Conclusion
5.3 Recommendations
References
Appendix
CHAPTER ONE: GENERAL INTRODUCTION
1.1 Background to the Study
Career development and employee retention are key strategic considerations for all organization regardless of size, sector, market or profile. The development of the capacity and capability of the organizations managers has 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 vigilant about developing their employees in order to ensure they achieve optimum performance both in the present and the future. This is confirmed by Mwenebirinda, (1998) who acknowledges that employee performance can be enhance via training that addresses identified weaknesses. One of the most significance developments in the public sector in recent times is the increasing importance given to human resources. Torrington and
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