This study investigates key organisational behaviour theories and concepts, with a deeper focus on how their implementation can have an effect on the career development perceptions of junior employees. Self- completed internet questionnaires were distributed to junior employees through a snowball sample with 162 participants. The analysis showed no statistical significance between female and male managers in relationship to junior employee career development perceptions. Motivation was shown to be impacted more through the implementation of efficient work arrangements in comparison to the exhibition of hierarchal authority, both key elements of Taylorism. Final conclusions were drawn upon the fact that increased accessibility to career development material has a positive impact on career development perceptions, with career development possibilities being their highest for placement students and participants who have worked at their employer for three-four years. Conclusions draw upon the fact that conventional theories of organisational behaviour are demonstrated throughout organisations in the 21st century as well as the importance of accessibility to career development material as a major contributory factor to career development possibilities. Data collected for this study focused on the geographical location of Lincoln and Lincolnshire; therefore wider generalisation to nationwide implications should be taken prudently. Further research should focus upon the relationship between accessibility to career development material in placement year students and their likeliness to return to their placement year employer after graduation. Finally, recommendations based on this study focus on the importance of career development material availability for companies working on internal development schemes in order to improve and retain the talent of their employees.
Key words: junior employee, career development, perceptions, organisational behaviour
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