CHAPTER ONE
1.1. INTRODUCTION
 The imperative of modern human resources practice articulates an integrated approach to manpower planning and administration as a corporate survival strategy. Career management as part of a larger human resource system must ensure that business objectives are acted and delivered to acceptable standards. The alignment therefore of employees needs an aspiration with organizational needs is imperative to achieving strategic organizational performance as profit, growth and market value. Combs, Crook and Shook (2005) identify four organizational performance dimensions; consisting of profitability, liquidity, growth and stock market performance. Mohrman and Mohrman (1995) emphasizes on performance management in career management as “managing the business”, in other words, it is what line managers do all the time. As a result of this history of performance management over the last couple of decades we have seen performance management progress from a human resource policy firmly within the revect  of the Human Resource department  to a business process that is central to aligning activity with strategic goals and is as much about managing the business as it is about directing people and controlling the flow of training or reward to attaining strategy organizational performance.
        Career management is the process which plans and shapes the profession of individuals within an organization in accordance with organizational needs and objectives. According to Baron and Greenberg (1990, page 320) a typical career management programme as part of the larger human resources system involves efforts aimed at helping employees to assess their own career, strengths and weakness; set priorities and specific  career goals, provides information on various career path and alternatives within the organization and offer employees yearly reviews of their progress towards these goals by managers who have received training in conducting such assessment.
        Career management assesses employees to improve their performance by involving employee in setting their own goals and recognizing their strengths and weakness. It assists employees with the organization with the identification and facilitation of training needs and opportunities. This is mainly achieved by building a process of feedback and discussion into the performance management system of institutions.
        Career management clarifies available career options. Employees are informed of career options available with the organization. It assist employee with the identification of skills and other qualities required for current and future jobs most career management performance seek to focus employees career plans upon the organization thereby enhancing their commitment to the organization. In doing this, careers path are developed that indicates mobility in different directions in the organization for the employees.
        Career management as part of larger human resource system seeks to align the aspiration of employees with organizational performance objectives which as the focus these researches study.
        Career management programme seen to improve the marketing of jobs with the right employees. As assessment of the skills and competencies of employees could assist in accommodating them in position which suit them better. Through the application of practices such as transfers and rotation an organizations operational effectiveness can be improved.
        Career management must be articulated and transformed as part overall organizational performance objectives of various defined organization acceptable measures as prompt, growth, market value etc. as part of overall organizational corporate strategy.
        The research seeks to adopt Guinness Nigeria PLC as a case study to highlight career management practice in Guinness Nigeria PLC and its impact on organizational performance objectives of profitability growth and market value.
1.2   BACKGROUND OF THE STUDY
        Armstrong (2006) observes that the assumption underpinning the practice of Human Resource Management including Career Management is that people are the organization’s key resource and organizational performance largely depends on them. Therefore, if an appropriate range of Human Resources Policies and Career management processes are developed and implemented effectively then, Human Resources will make a substantial impact on organizations performance.
        Booehe et al (2011) argue that the case for an organization Human Resource relationship with organizations performance is based in two arguments. The first being that the effective deployment human resources offer one of the most powerful bases of competitive advantage. This second argument is that effective deployment of human resources depends on the application of a distinctive combination of practices or the use of a consistent set of human resources practices including career management.
        Collin 2 Drutea (2003) stated that researchers have produced compelling evidence for the caused link between how people are managed and organizational performance. They argue that the effectiveness of human resources practices as employee selection procedures; performance appraisal, career management, compensation management training and development often have a direct bearing on organizational productivity and performance.
Booehe et al (2011) present that the result of effectively managing human resources is an enhanced ability to attract and retain qualified employees who are motivated to perform resulting in organization performance objectives of profit, growth and market value.