CAREER DEVELOPMENT'S IMPACT ON ORGANIZATIONAL EXPANSION

BACKGROUND OF THE STUDY: Scholars, academics, decision makers, and human resource specialists all view career development as a phenomenon worthy of attention. Stakeholders in human capital development work to address issues related to advancement in the workplace, including hiring, firing, training, and promotion (Armstrong, 2022). Additionally, businesses make an effort to oversee career advancement concerns and how they impact business expansion. The term "career development" refers to "an continuing, organised effort by an organisation that focuses on growing and improving the organization's human resources in light of the needs of both the employees and the organisation" (Babaita, 2022). By definition, career progression takes into account the desires of both the individual worker and the company. Therefore, career development may be seen as a platform that helps individuals plan for better future roles, both within and outside of their current businesses (Armstrong, 2022). This procedure ensures that businesses have access to sufficient, necessary, and formidable human resources, which is essential for achieving sustained success and staying at the forefront of their field. It's important to recognise the significance of the role that disruptions like restructuring, mergers, acquisitions, etc. play in shaping how both individuals and businesses think about and approach careers (Bartel, 2022).

While the concept of career advancement is not new, the question of who should be in charge of enforcing it often sparks debate. Who should be responsible for it more, workers or their employers? In contrast, in the modern era, people have been actively participating in career development (Hall, 2002) by pursuing their own educational and professional growth, which may or may not be in line with their current corporate goals (Armstrong, 2022). However, businesses might decide to train or develop their staff in a way that meets both their current and anticipated future needs. Essentially, in today's competitive labour market, it may be difficult for businesses to keep personnel who have been exposed to diverse training and development possibilities (Armstrong, 2022).

Babaita (2022) argues that in order to remain competitive, businesses must invest in improving the quality of both their products and the services they offer to customers. Human resources are an integral part of a company's key resources, so it's important that the organisation be able to protect its own employees. Providing employees with equal access to training and advancement opportunities is a proven method for retaining valuable staff. Human resource management, management, or an employee's own initiative can all fund and organise career development initiatives (Armstrong, 2022). Long-term efficiency and prosperity in an individual's professional life is the focus of career development (Decenzo &Robbins, 2010:211). A successful career requires both intentional planning and hard work from the individual. The training and development programmes and promotion opportunities made available by the company thanks to the efforts of the human resources department and the management team. Armstrong (2022) explains that while the term "training" is commonly used to describe the imparting of technical skills, the term "development" is more commonly associated with initiatives designed to enhance managers' interpersonal and conceptual skills. The training and development programmes organised by human resources are highly valued by both the company and its staff. And yet, according to Babaita (2022), "promotion means transferring employee from one position to another that has higher level in terms of money, responsibility, and the level of organisation." An employee's career development is complete when he or she is in a position to advance in the company.

Many people in today's workforce want to do more than just their job. They wish to find work that will allow them to develop further in areas that interest them and that are within their range of skills and experience. In addition to a salary and some perks, employees have other expectations from their positions, and their loyalty to the company is based on how well those expectations are met (Bartel, 2022). Employees are demanding more than just a steady paycheck and health insurance in today's high-standards economy. They want a profession that is a good fit for them in terms of interests, personality, and skills, as well as one that complements their entire life. The majority of businesses overlook this requirement, however, and as a result, their employees lack access to the resources and learning opportunities necessary for professional advancement (Bartel, 2022).

Career progression is no longer dependent on staying with one company; instead, job hopping and frequent job switching are everyday occurrences (Armstrong, 2022). Today's workers need to strike a balance between their ambition for advancement and their satisfaction with their existing employers if they want to achieve professional success. Opportunities for professional development have emerged as a key factor in the employee-organizational connection, according to recent studies. Organizations that help their workers advance in their careers foster a relationship of mutual involvement with them (Armstrong, 2022) that strengthens morale and increases employee dedication to the company (Weng, McElroy, Morrow, & Liu, 2010). Nonetheless, it is reasonable to assume that an employee's dedication to building a career as opposed to merely maintaining employment status will be a critical factor in any correlation between career advancement and job satisfaction.

We employ Weng's (2010) multidimensional conception of career growth rather than thinking about advancement in one's career in terms of the general usefulness of one's current position for future career outcomes (Bedeian, Kemery, & Pizzolatto, 1991). According to his concept, advancement in one's career depends on four things: achieving one's professional goals, gaining expertise in one's field, being promoted to higher-level positions, and being paid more. This perspective on climbing the corporate ladder is, at heart, one that is unique to each individual and each company (Babaita, 2022). So, according to his definition, career advancement is a reflection of how satisfied an employee is with the ways in which his or her current employer supports and rewards his or her professional development (Bartel, 2022). As a case study of indomie plc, this research endeavours to shed light on the significance of career advancement as a factor in the expansion of the company.