Career Management: Fact for
individual and organizational success.
Mayo
(1991) provided a definition of career management as follows. The design and
implementation of organizational processes that enable the careers to be
planned and managed in a way that optimizes both the needs of the organization
and the preferences and capabilities of individuals(Kirana et al., 2004).
According to Torrington and Hall (1998) provided a definition of career development as a process of an individual’s responsibility. Employees need to become aware of own interests, values, strengths and weaknesses. In organizational perspective here is only supporting to the development process by publishing the information about job opportunities within the company, providing career goals and suggesting the action plans to achieve career goals (Kirana et al., 2004).
According to Torrington and Hall (1998) provided a definition of career development as a process of an individual’s responsibility. Employees need to become aware of own interests, values, strengths and weaknesses. In organizational perspective here is only supporting to the development process by publishing the information about job opportunities within the company, providing career goals and suggesting the action plans to achieve career goals (Kirana et al., 2004).
The definition given by Byars and Rue (2000) has given a
clear idea about the career management is not all about employees account but a
shared responsibility of three parties. Those are employer, employees
and the employee’s immediate manager. This definition gave the idea to the employees
that individuals are the one who accountable to establish action plans to
achieve career goals(Byars et al., 2004).
Importance of career management
In
the dynamic business environment, a company needs also varies. In order to comply
with this requirement, it needs to address the changing opportunities for
learning and career development. Only then the company can fill the new competencies in each and every careers
and level itself(London & Smither 1999).
The
biggest challenge companies face is how to balance advancing current employees’
careers with simultaneously attracting and acquiring most capable employees
with new skills. In new era organizations tend to maintain employment with the
role model employees who contribute their time as a commitment rather than
compliance(Kirana et al., 2004). In the dynamic
business environment, labours market also a dynamic one. This quality in the
business world is converting the labelled “linear career system” into a “multidirectional
career system”(Baruch, 2004).
Sinking
to the concept of career, Torrington and hall (1988) gave a new overview. It
acknowledges the individual development and jobs differentiation that
specialized every angle its scope(Torrington et al., 2008). Steven
(1996) emphasized that according to a report effective career development
system was the fifth most important predictor (over 80 factors) and in hand with company success. An improved career management system will reduce the
shortage of skilled employees and decrease the level of lower employee
commitment which directs the company to succeed financially and ethically(Kirana et al., 2004).
In
my opinion through the work life, the career management system making the
pathway to choose and maintain the availability of the most suitable and
skilled employees who filled the organization needs and future requirements.
Also, it made a strong relationship between individuals which cause to
increase employee commitment.
From
the employees’ perspective, the career management progress helps them to dilute
the frustration and demand the positive thinking that makes them as a valuable
asset to the company. The real career management progress made a salary
increment (for the basic potion of salary) in my company after 10 years. Some
of the hard workers became the “lead man” designation with double promotion.
Since the new lead men having the real experience in their previous position,
the workload pressure becomes bearable and achievable. Ultimately the
individuals’ stress level became low, therefore, the team achieved high and
sustainable performance.
Impacts of the career concept changed
Poole
and Warner (1998) introduced the joint responsibility to the concept of career,
cause to increase the individual’s motivation level. This concept inspired the
individual to manage their own career rather than looking for organizational compliances.
In line with this,
the concept of protean of Noe et.al (2000), leads individuals to think about
their training programs and what program they have to choose for a better
career knowledge. Also, individuals should aware that “ how and what they need
to know” in order to comply with own company needs(Kirana et al. 2004).
However
this turning point gave drawbacks to the individuals having a lack of knowledge. In
my company, if the individual does not aware what soft skills should have, will
stick in the same career grade for a long period. Therefore the individual will
be a disengaged employee even he/she willing to be an engaged one.
Final Thought
A
career management process is developing the mindfulness of individual by
growing the following strategies. First one is the Situational analysis by
gathering relevant information about individuals and organization. Secondly, developing
a reliable picture of the individuals’ talents, interest, values and preferred
lifestyle and the alternative organizations and occupations what satisfy
his/her needs. Tertiary, based upon above info the individual develops
realistic career goals and implementation plans under the supervision of
supportive experienced supervisors to achieve the goals and objectives. Finally,
going through the plans and obtains feedbacks to measure the effectiveness of
strategic plans what individual is following. An individual who has the development
plans for the future will be a fully engaged employee with own organization(Hartzenberg, 2002). Via a career
management process, individuals will focus to be confident on their
multitasking ability(Joslyn, 2015).
Factors
that influence on individual performance is organizational career development
and career management policy. However whole organizational career management the process is not making a big impact on performance, the company has to choose
the optimal career programs(Kirana et al. 2004).
References
Baruch, Y., 2004.
Transforming careers: from linear to multidirectional career paths. Career
Development International, 9(1), pp.58–73.
Byars, L. W. R., Lloyd,
L., Barton, D. H., Recker, W., Hensel, G., Dando, C. L., Davis, R. K.,Bochenek,
M. P., Apfelberg, H. L., Paul J. L., Bruce, P., James G., Cynthia M. S., Glen,
A., and Sturrock, J. L., 2004. Byars−Rue: Human Resource
Management, Seventh Edition Organization Of The Seventh Edition.
Hartzenberg, J.S., 2002. The
Implementation Of Career Management Practices In The South African Public
Service.
Joslyn, B.M., 2015.
Florida State University Libraries Exploring the Impact of a Career Development
Intervention on the Career Decision-Making Self-Efficacy and Goal Instability
of First Generation College Students, Given Perceived Barriers.
Kirana, K., Siti, Y.,
Othman, Z. and Meruda, N., 2004. Relationship Between Organizational
Career Management and Individual Performance. IJMS 11 (2), 73-90 (2004)
RELATIONSHIP, 11(2), pp.73–90.
London, M. & Smither,
J.W., 1999. Self-Development • 3 Human Resource Management.
Mayo, A. (1991). Managing
careers: Strategies for organizations. London: IPM Press.
Noe, R. A., Hollenbeck, J.
R., Gerhart, B., & Wright, P. M. (2000). Human Resource Management: Gaining
a competitive advantage. (3rd ed.). Boston: Boston: McGraw Hill.
Poole, M., & Warner,
M. (1998). The IEBM handbook of human resource management. London:
International Thomson Business Press.
Steven, P. (1996). What
works and what does not in career development programmes. Career Development
International, 1 (1), 11-18.
Torrington, D., Hall, L.
& Taylor, S., 2008. Human
Resource Management Seventh Edition Human Resource Management.
Nowadays organizations are expecting that employees should be for managing their own careers (Bambacas & Bordia, 2009) same time organizations still can provide individual career development plans for employees (Sturges et al., 2005). Organizations support for employees’ career development including formal support (e.g. career planning and training) and informal support (e.g. mentoring and coaching) (Barnett & Bradley, 2007). Competent employees can shift from one career to another within short time of period (Clarke, 2008). A new way of thinking in career management not only on the employees’ ability in the current organization, but also enable employees to move other possible careers opportunities (Power, 2010).
ReplyDeleteThis comment has been removed by the author.
DeleteAgreed, As Millennial’s thinks (born between 1984-2002): “I would rather make nothing and love going to work every day than make a ton of money and hate going to work every day.” As we know that we are under the group of millennials that supposed to be educated , full with technology knowledge, very self-confident, full with multi-tasking ability, enthusiastic and having plenty of energy (Giang, 2013). Also our culture is believing that it consisting with nice co-workers, therefore the community will make our job interesting (Weeks, 2017, Harvard Business Review). These needs are covered by your new way of the career management.
DeleteAn important part of career management is career planning, which shapes the progression of individuals within an organization in accordance with assessments of organizational needs, defined employee success profiles and the performance, potential and preferences of individual members of the enterprise. Career management calls for an approach that explicitly takes into account both organizational needs and employee interests. It calls for creativity in identifying ways to provide development opportunities(Armstrong & Taylor, 2014).
ReplyDeleteIndeed, as you mentioned career planning is making a vital part in career management as a motivation strategy. Through the good HR system, supply the continuous training and development as well as extending the career planning processes (Armstrong, 2014).
DeletePaying attention to the career management process can help organizations attract, develop and retain the right talent.
ReplyDeleteOf course Diana, I think you are talking about the organization career management process.
DeleteThrough the optimum organization career management process, employees can gain an attracting Transactional rewards, Relational rewards, Total remuneration and Non-financial/ intrinsic rewards. In one word, higher the organization career management process, higher total reward (Armstrong, 2014).
Paying attention to the career management process can help organizations attract, develop and retain the right talent (Abdul ,Ooi 2005).
DeleteCareer management is being strategically used to leverage organizational talent, and to attract and retain a competent workforce. By using people management strategy can obtain sustaining success with building the right kind of organization which concern insights on talent, culture and leadership (Ulrich, 2014). Communication management and career management are highly interrelated and, if both mange properly, it can lead to organizational success (Markaki et al., 2013). High capacity human capital utilization in organizations is an emerging need due to with rapid change, emergence of new technologies, and an increasing rate of knowledge acquisition (Baruch, 2006). Organizations are widely use, Short training courses, Cross-functional training, Short-term assignments, Long-term assignments (cross-posting), On the Job training and Professional Certification to develop their people ( Sami , James & Ahmed ,2015). Here you explain a strategy called “lead man” which important build employee eagerness.
ReplyDeleteIn your point of view, communication management and career management are supporting each other. The communication management makes crucial background for the employee relation. The employee relationship is directly related with the career management (Armstrong, 2014).
DeleteMetrics surrounding carrier performance are essential because they ensure you're putting the best players in the most appropriate positions, consistently across your transportation network. I suggest setting KPIs for metrics such as:
ReplyDeleteOn-time performance
Check call compliance
Accuracy of data entry
Timeliness of status updates
Monitoring and analyzing these few critical metrics can really strengthen a shipper's position when it comes to periodic rate negotiations with carriers(Rich,2016)
There is a compromise. As per the literature, we have to make a performance culture in the organization for a higher performance. The key performance indicators (KPI) for employees must tally with the organization culture. In other word, the KPI must ensure the effective performance management which aligns the individual goals with the organizational goals (Armstrong, 2014).
DeletePeer influence is one another major area to be considered in career progression and management, As DeFillippi and Arthur (1994) explained, interpersonal relationship over networking or peer relationship is vital in managing one’s career and competency development. Further psychologists Harter (1999) confirmed that peers and friends have a significant impact on a person’s development and social adjustment. Epstein (1983) supports that with statement that early years of individual’s life, friends and colleagues have strong impact on achieving high performance in educational expectations, examination results, and standardized achievement test scores. As per a study done by Hartup & Stevens’ (1997) illuminated that most of the young adults spent 29% of their working times with their peers. As a result, the chances for them to discuss about their career management with their closer friends are relatively higher as compared to those who discuss with their family or close relatives.
ReplyDeleteThis comment has been removed by the author.
DeleteInterpersonal relationship totally depends on the organizational culture. Therefore in order to achieve your point, HR system has to build effective corporate / organization culture in the company. Organization Development (OD) programs make utmost important role in achieving corporate culture. Effective learning programs and survey feedback programs are some examples for OD programs (Armstrong, 2014).
DeleteAccording to A. Bańka (2007), there are two approaches to professional
ReplyDeletecareer. The first one concentrates on the structural property of the occupation or organization. The other focuses on the qualities of an individual.
In the former approach, career denotes a sequence of successive positions
taken by a typical representative of a certain profession in a path of development within an organization at a certain position or for a given specialty, e.g.
as a human resources manager, sales manager. This approach emphasizes
the structural actions of the organization concerning the employees’ careers
and establishing the individual pathways of development. According to the
latter approach, career is treated as an individual characteristic of a worker, consisting of the successive roles and professional experience acquired
over their entire life (Bańka 2007). It is therefore a unique composition of
individual experience; it determines the activities of an individual and their
investment in education.
Yes, I would like to highlight the second approach to the career. Because, the war for talent is one of a remarkable topic in millennial generation. High investment in education provides more income to the labor market. One more important point here is that education directly effects to economic growth. For organization productivity, well educated employee gives more productivity than uneducated employee (Dale , 2011).
DeleteThis comment has been removed by the author.
ReplyDeleteDear Maduka, In addition to what has been covered under your blog topic "Carrier Management" , Wilton (2011) has confirmed that rapid changes in business environments had impacted labour markets in a more complex and uncertain manners nowadays. As a result, employees are required to become more self-reliant in managing their careers and to assume ‘ownership” of career management (Briscoe and Hall, 2006). This requires employees to accept individual responsibility for developing the capability to gain and maintain employment and for their long term career management (Hall, 2002). There is a growing interest in the study of individual career management as one of the primary functions of human resource development (HRD) (Hite and McDonald, 2008).
ReplyDeleteHowever the individual take the full accountability for his/ her career management, individual must get help form career counseling programs that governed by the appropriate organization’s career development system (Armstrong, 2014).
DeleteCareer management further can be explained as how employees should manage their careers, not essentially how they do manage them. According to this viewpoint, employees should engage in various forms of career exploration in order to enhance their awareness of themselves (values, interests, talents, and preferred lifestyle) and their environment (occupations, jobs, career paths, organizations, industries, and family constraints). Such sharp consciousness of self and environment will enable employees to set realistic career goals for themselves which should support development and implementation of suitable career strategies or action plans. The execution of a career strategy must provide feedback regarding progress towards achieving the career goal. Moreover, additional information regarding the suitability of the strategy and the career goal. The signals that a person is managing his or her career effectively are promotions, increments and status, additional power. To summarize, career management is an ongoing decision-making process designed to promote employee happiness through compatibility of work experiences with personal qualities. Information is acquired, awareness created, goals are set, strategies are implemented, feedback is utilized, and adaptation is sought (Greenhaus et al. 1995).
ReplyDeleteIn addition to your point, I will add more info for feedback process that is ongoing with career strategy implementation. Actually the feedback process should cover the whole career life-cycle. Career life-cycle consists with Entry level, Progression level, Mid-career level, Later career level as well as End level of the career (Armstrong, 2014).
DeleteCareer management issues have been widely studies by researchers (e.g. Birasnav & Rangnekar, 2012; Budhwar & Baruch, 2003; Henderson, 2013; Rees, Järvalt & Metcalfe, 2005). Career management is a key factor for accomplishing both personal goals and organizational goals (Atkinson, 2002; Barnett & Bradley, 2007). Many companies consider career management as important to contemporary HRM practice and they assist employees to manage careers (Cappellen & Janssens, 2010). Most companies value skilled employees and need to retain them for long-term employment (Hemdi & Abdul Rahim, 2011). Organizational change management (OCM) ensures the long-term availability of skilled and competent employees to reach business goals (Appelbaum, Ayre & Shapiro, 2002; De Vos, Dewettinck & Buyens, 2008). OCM facilitates employee development as well as employee performance (Appelbaum et al., 2002; Lewis & Arnold, 2012).
ReplyDeleteEmployee career effectiveness refers to objective and subjective career success (Orpen, 1994). Objective career success can be observed directly such as salary growth and job promotion (Callanan, 2003). Conversely, subjective career success (i.e. psychological career success) is individual’s feelings of how well he or she gains benefit of pursuing a career (Clarke, 2009; Orpen, 1994). The two terms ‘subjective career success’ and ‘career satisfaction’ can be used synonymously because they emphasize on individual’s subjective evaluation of his or her career (Hofmans, Dries & Pepermans, 2008). OCM and ICM enhance employees’ career satisfaction (Armstrong-Stassen & Cameron, 2005; King, 2004; Kong et al., 2012b). The organizations should improve employees’ career satisfaction so as they could retain their employees (Hagiwara, Hasegawa, Chiba & Watase, 2014).
OCM consists with four main approaches. First one is behavioral change, second is cognitive change, third is psycho-dynamic change and humanistic psychological approach. In order to execute your view, critical mass is doing a crucial role. Critical mass progress is the basement that makes a proactive and sustainable change management (Esther.C, 2009).
DeleteOrganizations have a critical role to play in career development. The organization that pays attention to career development planning stands a high chance to reap high productivity from a properly trained, skilled, and talented workforce, therefore, the HR manager who is aware of this possibly will steer his organization to places and enhance competitive advantage. Organization-centred career planning focuses on a well- planned career development program which entails talent management, performance appraisal, development activities, opportunities for transfer and promotion, and planning and succession. The following are adopted by organizations to communicate to employees about opportunities and to assist with planning: career workshops, a
ReplyDeletecareer newsletter, and career counseling. Some organizations have career sections on their websites. Such sections have places of lists of available jobs for current employees wishing to change jobs. An organization’s website is a link to the external world and also a link to existing employees’ development. Such sites can be used for career assessment, information, and instruction. Organizations are advised to consider the importance of career sections for development as well as recruitment, when designing their websites. A key system that is employed by organizations to guide HR managers to develop employee careers is career paths or “map”. A career path represents employee movements through opportunities over a period of time. Although career paths are thought of as leading upward, good opportunities are also available in horizontal directions. This is normally created and shared with individual employees. Working with employees to develop career paths has aided organizations to retain key employees (Mathis & Jackson, 2011, cited in Gyansah & Guantai, 2018).
According to Delamare and North (2011), for effective career management, the most important six dimensions are; clear business imperatives, career development culture, individual organizational partnership, quality career conversations, career supporters’ networks and tools & processes.
ReplyDeleteAccording to Greenhaus and Callanan (2010), they recognize career management to be an ongoing process. As a part of self-management of the career, gathering relevant information about the employee by him/herself and the world of work, developing an accurate picture of talents, interests, values, preferred lifestyle and alternatives are important. Then developing realistic career goals based on the above information and developing a strategy to achieve such goal is important. Also, one should obtain feedback on the effectiveness of the strategy and the relevance of the goals has to be done.
As cited in Creed and Hood (2009), a career is not simply a job, but rather a lifelong endeavor comprising behaviors, attitudes and feelings in a developmental process driven by people’s work and life goals and moderated by the organizations they work in (Baruch, 2004; Greenhaus, Callanan, & Godshalk, 2000). Further, (McDaniels & Gysbers, 1992) as cited in Creed and Hood (2009), stresses that the development of a career is a long-term and complex process influenced by those psychological, sociological, educational, physical, economic, environmental and fortuitous factors that converge to shape it during a person’s lifetime.
ReplyDeleteCareer management is identified as the major antecedent of organizational career development. It involves the organizational activities of career development concerning the various policies and practices in bringing career effectiveness. (Ndegwa et al ,2016)
ReplyDeleteIn the case of Organizational and Individual Career Management: A Dual Perspective’ highlighted the concepts of career management. Career management comprises of two broad areas, namely, individual career management (ICM) and organizational career management (OCM). It also emphasizes on the importance of effective career management ultimately leading to career growth of individuals and competitive advantage of the organization (Wesarat et al, 2014)