Organisational career management in the UK retail buying and merchandising community

Abstract

Purpose: The paper aims to improve knowledge of how organisational career management (OCM) techniques are used within the UK retail buying and merchandising (B&M) community.Design/methodology/approach: Using quantitative research methods via an online survey of B&M managers across 30 UK‐based retailers, this study explores the extent of OCM technique usage, buyers and merchandisers' evaluations of such techniques and the barriers to using them.Findings: Internal job posting, performance appraisal for career development, induction, PDPs and competencies were the most commonly used. The most consistently favoured techniques were training/educational opportunities, career‐planning workshops, PDPs, induction and fast‐track programmes. In comparison to other studies, respondents perceived OCM techniques to be relatively unfair and identified the main barriers to their use as time/budget constraints, unsupportive management, poor technique development/implementation and poor employee attitude/ understanding.Research limitations/implications: This study provides useful direction for retailers by recommending that they implement an OCM strategy that can be realistically carried out with the resources available, encourage a wider appreciation of OCM within the overall business strategy and attempt to determine the reasons for any perceived unfairness of OCM techniques within their organisation.Originality/value: This study provides comprehensive information for use when considering OCM strategies. In particular it provides previously unavailable insight into OCM technique usage within the retail B&M community and is unique in its exploration of the perceived barriers to using such techniques in addition to measuring their usage and capturing perceptions surrounding their use.