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As a phenomenon, development is of interest to academics, researchers, decision makers, and human resources specialists. These stakeholders in human capital development strive to manage development-related concerns such as recruiting, selection, training and development, promotion, etc. In addition, organizations strive to address development concerns and their impact on organizational growth. However, development is described as “an continuing, structured effort by an organization that focuses on growing and improving the organization’s human resources in consideration of the needs of both the employees and the organization” (Byars and Rue, 2004). As stated in the definition, development is influenced by both employee and employer needs. Therefore, the concept of development may be viewed as a platform that assists people in looking beyond their current positions and preparing for greater future positions within organizations and sometimes outside of organizations. This procedure enables firms to have the adequate, necessary, and formidable human resources necessary for their growth and industry relevance. It is important to remember that certain obstacles, such as reorganization, mergers, and acquisitions, have a significant impact on the way individuals and companies view s.

Who should be responsible for the implementation of development is a contentious component of a problem that is not novel. Should sole responsibility rest with employees or employers? In the recent past, however, individuals have engaged in personal development (, 2002) by pursuing personal educational progress and professional training, which may or may not coincide with their current corporate objectives. On the other hand, businesses may opt to train or develop their staff in accordance with their current needs and in preparation for their future demands (Humphries and Dyer, 2001). Employers may not be able to retain their trained and developed staff in the current competitive labor market, despite providing them with numerous training and development opportunities, which could be damaging to the success of the firm.

iness rivalry necessitates innovation not only in terms of product quality but also in terms of service quality. On the other hand, the corporation must be able to defend its human resources, as they are a component of the company’s primary resources used in its operational activities. One strategy to retain human resources is to provide opportunities for professional advancement. Individual activities in development might be sponsored by human resources development or the manager without company dependence (Ivancevich and Glueck, 1989). Career development focuses on the long-term efficacy and success of an organization’s workers in their s (Decenzo &Robbins, 2010:211). Organizational and individual initiatives are required for advancement. Human resources and management initiatives like as training and development programs and promotion opportunities are related to organizational initiatives. According to Leibowitz et al. (1986), training refers to the teaching of technical skills, whereas development typically refers to programs that aim to strengthen the manager’s interpersonal and conceptual skills. Employee training and development programs are frequently organized by the human resources since they are highly advantageous to both the organization and the employee. According to Simamora (2003), a promotion is the transfer of a person from one position to another with a higher degree of salary, responsibility, and organization. Therefore, when an individual has an excellent promotion opportunity, he has advanced his .

In today’s environment, workers are expressing a strong desire to seek more than a job. They seek options that will allow them to expand their interests, personality, and skills. In addition to a paycheck and a few perks, employees desire a range of things from their , and their loyalty to the organization depends on the extent to which their employer satisfies these desires (Kent & Otte, 1982, Agba, 2004). As living standards rise, workers are no longer satisfied with a job and the normal fringe perks. They desire a that aligns with their interests, personality, and abilities, as well as their whole life position. Unfortunately, the majority of businesses have failed to realize this requirement, and the tools and experiences they offer do not facilitate professional advancement.

Today, a person’s is no longer connected to a single employer, since shifts and job mobility have become widespread phenomena (Rousseau, 1998). To be successful in their s, people must strike a balance between their desire for advancement and their sentiments toward their existing employers. Recent study has demonstrated that advancement opportunities are a significant factor in employee–organizational interactions. Organizations that provide mechanisms for employee progression establish a mutual investment relationship with their employees (Tsui, Pearce, Porter, & Tripoli, 1997), a relationship that links growth to significant outcomes such as organizational commitment (Weng, McElroy, Morrow, & Liu, 2010). One would anticipate, however, that any association between progression and employee outcomes would rely on whether the individual is devoted to pursuing a , as opposed to simply having a job.

We adopt Weng’s (2010) multidimensional conception of advancement as opposed to Bedeian, Kemery, and Pizzolatto’s (1991) consideration of growth in terms of the general usefulness of one’s current position for future outcomes. According to his concept, advancement consists of four factors: achieving objectives, enhancing one’s professional skills, earning promotions and receiving income corresponding with these skills. This perspective on advancement is essentially an individual-level, organization-specific concept. In other words, he contends that advancement is a measure of the extent to which an individual perceives that his or her current employer fosters an atmosphere in which the employee’s -related goals are met and reinforces those accomplishments through promotions and compensation (Weng et al., 2010). This case study of indomie plc focuses on the significance of development as a factor of organizational growth.


High incomes, pleasant working conditions, health and dental insurance, retirement plans, stock purchase programs, decreased work hours, technological innovation, and educational reimbursement programs, among others, may appear to be essential for individual satisfaction and fulfillment in the workplace. Many employees at all levels feel dissatisfied and deluded about themselves, their profession, and their future despite these rewards. Most employees are aware that they must have possibilities for continued growth and advancement in order to be pleased in any firm. When the company provides these opportunities, the employee can create a proper attitude of loyalty and contentment, and their performance can be boosted.

In the past, the term “work” frequently had a negative meaning, implying anything that was performed for economic survival and was not intended to give personal employment. The majority of workers today are seeking a that entails more than just a job with standard perks. These issues need a case study of indomie plc examining the significance of development as a factor of organizational growth.


The purpose of this study is to investigate the significance of development as a factor in organizational growth. Included among the specific aims are the following:

Determine the extent to which management cares about the professional growth of its personnel.

Determine the relationship between professional growth and employee commitment.

Determine the influence of growth on the productivity of indomie PLC

Examine the influence that variables such as abilities, experience, promotion exercise, values, and recognition and reward have on the growth of an organization.

5. Determine the association between development factors including options, progression, counseling, and employee commitment at indomie plc.


The following are the pertinent research questions linked to this study:

What level of interest does management have in the professional development of its employees?




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