A Review of Organizational and Individual Career Management: A Dual Perspective (original) (raw)
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2008
This paper reviews the research and literature on organizational career management beginning with historical events and movements that lead to the modern view of careers. The paper then reviews organizational career management processes focusing on the mutual responsibility of employees and employers for career management success. Suggestions regarding specific roles and responsibilities of organizations and employees are provided. The paper concludes with recommendations for implementing, improving, and maintaining an organizational career management process for organizations with varying levels of career management programs.
Revolutionizing Career Strategies: Dynamic Career Management Model
2024
The "Dynamic Career Management Model" (DCMM) introduces a comprehensive framework designed to navigate the complexities of modern career development. In an era marked by rapid technological advancements, globalization, and evolving organizational structures, traditional linear career models fall short of addressing the multifaceted nature of contemporary career paths. DCMM integrates both internal and external factors to provide a holistic approach to career management. Internal factors, such as career selection, employer choice, career transitions, and individual performance, are examined to offer strategies for proactive career planning and personal growth. Concurrently, external influences, including management perception, industry cycles, economic trends, and organizational health, are analyzed to understand their impact on career trajectories. The model underscores the dynamic and non-linear nature of careers, emphasizing resilience, adaptability, and continuous improvement. It provides actionable insights for managers and employees to enhance career satisfaction, engagement, and performance. By bridging academic research with practical applications, DCMM can serve as a valuable tool for individuals and organizations striving to thrive in an ever-changing job market. This paper elaborates on the principles of DCMM, supported by empirical data, case studies, and expert opinions, offering a robust guide for effective career management in the 21st century.
Human Resource Management Review, 2019
The theorization of the relationship between organizational investments in career development and individual success remains underdeveloped, and empirical tests of this relationship, which have been dispersed among several disciplinary areas, have produced inconsistent results. Addressing these issues, the purpose of this article is to propose a theoretical framework that illustrates why and how organizational career management practices translate into career success and under what circumstances the relationship is effective. Using a systematic review of empirical studies on career management practices and objective success, we identify three theoretical mechanisms-developmental, informational, and relational-and two groups of contingency factors that explain this relationship. Our framework advances the extant literature on organizational career management and provides suggestions to companies for designing effective career management systems.
Parallelisms Between Individual and Organizational Career
Ecoforum Journal, 2021
In the conditions of the competitive economy, a special role has the capitalization of the human and the managerial potential. Career management aims at planning and modeling the progress of employees within the organization in relation to the needs assessments of the organization, but also in relation to the performance of the potential and individual preferences of employees. Career involves the interaction between organizational and individual factors and this paper presents the parallelism between organizational career management (OCM) and individual career management (ICM). The purpose of this paper is to study the theoretical and applied aspects of the career. In order to highlight these aspects, a research was undertaken within an organization, which allowed the study of the career process and the major influencing factors.
The Impact of Organizational Career Management towards Employees’ Career Satisfaction
International journal of academic research in business & social sciences, 2021
This study was aimed to investigate the impact of organizational career management towards career satisfaction among employees in a private firm in Johor Bahru, Malaysia. A total of 101 respondents were involved in this study. Questionnaire was used to collect the data and the data was analysed using statistical software to describe the descriptive and inferential statistics. The findings showed a positive and significant impact of organizational career management towards the employees' career satisfaction. Organizational career management practices such as career planning, counselling sessions, training and workshops, mentoring, job rotation and others have given an influence to the employees' career satisfaction. The findings suggested that employees' can improve their knowledge, skills, and abilities (KSA) as well as sustain employees' commitment through career management activities.
Career management practices: An empirical survey and implications
Human Resource Management, 2000
A key ingredient in the knowledge economy is the development of people's careers. Companies approach career development in a variety of ways. To better understand how these approaches fit together and how they are used to address different situations, the authors surveyed 194 United Kingdom companies and identified five groups of practices. These groups were associated with certain organizational characteristics. Drawing on concepts from the careers literature, the authors suggest a two-dimensional model to explore how these groups of practices can be systematically understood and applied.
The Connections Between Careers and Organizations in the New Career Era
Journal of Career Development, 2015
This article introduces the reader to the articles contained in this special issue. It outlines how these studies contribute to our understanding of career development in light of the protean and boundaryless career era in which we now live. The articles contained in this special issue also raise questions that serve as a road map for future research. As a result of working on this special issue, we urge researchers to better clarify and differentiate among overlapping career-related concepts and to move career development research from a context-free approach to context-dependent one. Career development research that attempts to examine the connections between development in one’s organization, career, and life and the role played by career transitions would go a long way toward answering these questions raised.
Career planning and management in businesses
International Journal of New Trends in Social Sciences, 2018
In parallel with rapidly changing world, in self-renewing business life, individuals have to determine their own career path properly and the organisations have to choose up the employees who will make them superior, provide the added value and make progress consistently. This necessity caused career management to be appeared. Thus, individual-organisation integration was supplied bringing need-based targets into conformity with the organisations' future goals. At this stage with career planning, both individuals have to determine their own goals and the organisation also has to analyse to what extent it can provide these requirements. A well organised career planning carries weight in the terms of supplying prudential productivity. Thereby, the sustainability of career management and planning is possible with a career development system. Career development is a process which contains to provide the facilities of improving the personnel's knowledge, skills and talents. Thus,...