The Effect of Employee Perception of Career Growth Opportunities and Its Influence on Work Motivation: A Study with reference to Cavinkare Private Limited

The Effect of Employee Perception of Career Growth
Opportunities and Its Influence on Work Motivation:
A Study with reference to Cavinkare Private Limited
Adithya Cletus1
, Dr. Anitha Kumari D
2*
1MBA (HR and Finance Specialization), School of Management Studies,
Vels Institute of Science, Technology & Advanced Studies, Chennai-117
2Associate Professor, Department of Management Studies, School of Management
Studies, Vels Institute of Science, Technology & Advanced Studies, Chennai-117
*Corresponding Author: Orchid ID http://www.orcid.org/0000-0003-1852-9773
DOI: https://doi.org/10.56025/IJARESM.140526133
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ABSTRACT
How career growth opportunities translate into employee motivation — and what sits between them — is not
something the existing literature has pinned down well, particularly in the Indian FMCG context. To bridge that
gap, this study looks at 80 employees at CavinKare Private Limited in Chennai. The three aspects that were looked
at were Work Motivation (WM), Employee Engagement (EE), and Career Growth Opportunities (CGO). EE was
investigated as a mediator between CGO and WM. A series of statistical tests, such as Pearson Correlation, Simple
and Multiple Linear Regression, Mediation Analysis (Baron & Kenny, 1986), One-Way ANOVA, Independent
Samples t-Test, and Chi-Square Test of Association, were performed on the data collected using a structured Likert�scale questionnaire. Results were consistent throughout. All pairwise correlations crossed 0.84 (p < 0.01); CGO
accounted for 71.3% of variance in WM and 75.5% in EE. The mediation test was the clearest finding — 88.40% of
CGO’s effect on WM ran through EE (Sobel Z = 10.71, p < 0.001), which points to partial mediation and confirmed
all four hypotheses. Among the demographic variables, tenure with the company had the most visible effect on
scores, and educational qualification influenced how employees perceived career growth as well as their NPS
responses. For organisations in similar settings, the data suggest that career development programmes work best
when employee engagement is treated as part of the same effort, not a separate one.
Keywords: Career Growth Opportunities, Employee Engagement, Work Motivation, Mediation Analysis, FMCG,
CavinKare, Baron & Kenny, Talent Management, HR Practices.