Organisational career management in the UK retail buying and merchandising community

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.