Career Management Chapter (1).pptx

BSRS 4207 Career Management Chapter (1) Prepared & Delivered by Dr. ADIL AL-BALUSHI , Faculty -, Department of Business Studies , UTAS References  Employee Training and Development, 6e, Noe, Raymond A. Irwin, Publisher: McGraw Hill. ISBN 13: 978-0-07-802921-9  Human Resource Management, 2012, 7 e,...

BSRS 4207 Career Management Chapter (1) Prepared & Delivered by Dr. ADIL AL-BALUSHI , Faculty -, Department of Business Studies , UTAS References  Employee Training and Development, 6e, Noe, Raymond A. Irwin, Publisher: McGraw Hill. ISBN 13: 978-0-07-802921-9  Human Resource Management, 2012, 7 e, By: Noe, Hollenbeck, Gerhart & Wright, 2 Course learning outcomes • What is a Career? • Definitions • Protean Career • Traditional Career versus Protean Career • Psychological Contract • Psychological Success • Career Management 3 Key Focus Areas • Career Management’s influence on Career Motivation • Career Motivation • Career Resilience • Career Insight • Career Identity • Career Development • Model of Career Development & Career Stages • Exploration Stage • Establishment Stage • Maintenance Stage • Disengagement Stage 4 What is a Career? Three different meanings / definitions of Career • First, careers have been described as advancement. • That is, careers are described as a sequence of promotions or upward moves in a company during the person’s work life. • Second, careers have been described as a profession • This definition suggests that careers occur only in certain occupations in which there is a clear pattern of advancement. • For example – doctors, engineers, teachers etc., • Employees in jobs that do not lead to a series of related positions, such as waiters and mechanics, are not considered to have careers. 5 What is a Career? Three different meanings / definitions of Career • Third, careers can be considered a lifelong sequence of jobs. • A person’s career is the series of jobs held during the course of that person’s life, regardless of occupation or job level • According to this description, all persons have careers 6 Protean Career • A protean career is based on self-direction with the goal of psychological success in one’s work. • Protean employees take major responsibility for managing their careers. • For example, an engineering employee may take a sabbatical from his engineering position to work in a consulting company for a year in a management position. • The purpose of this assignment is to develop her managerial skills • As well as, to enable her to personally evaluate whether she likes managerial work more than engineering. 7 Traditional Career v/s Protean Career Dimension Traditional Career Protean Career Goal Promotions & Salary increase Psychological success Psychological Contract Security for commitment Employability for flexibility Mobility Vertical Lateral Responsibility for Management Company Employee Pattern Linear Spiral Expertise Know how Learn how Development Heavy reliance on formal Greater reliance on training relationships and job experiences 8 Psychological Contract • A psychological contract refers to the expectations that employers and employees have about each other. • Traditionally, the psychological contract emphasized that the company would provide continued employment and advancement opportunities • if the employee remained with the company and maintained a high level of job performance. • Pay increases and status were linked directly to vertical movement in the company (promotions) 9 Psychological Success • Psychological success is the feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work • For example - raising a family, good physical health, travelling, voluntary work etc., • Psychological success is more under the control of the employee than were traditional career goals • which were not only influenced by employee effort but also controlled by the availability of positions in the company. • Psychological success appears to be especially prevalent among the new generation of persons entering the work force. 10 Career Management • Career management is the process through which employees: • Become aware of their own interests, values, strengths and weaknesses • Obtain information about job opportunities within the company • Identify career goals • Establish action plans to achieve career goals • Career management is important from both the employees’ perspective and the company’s perspective 11 Career Management • From the company’s perspective, the failure to motivate employees to plan their careers can result in: • shortage of employees to fill open positions • lower employee commitment • inappropriate use of funds allocated for training and development programs. 12 Career Management • From the employees’ perspective, lack of career management can result in: • frustration due to lack of personal growth and challenge at work • feelings of not being valued in the company, • inability to find suitable employment should a job change (internal or with another company) be necessary due to mergers, acquisitions, restructuring, or downsizing 13 Career Management’s influence on Career Motivation • Career motivation refers to employees’ • energy to invest in their careers • awareness of the direction they want their careers to take • ability to maintain energy and direction despite barriers they may encounter. • Career motivation has three aspects: • Career resilience • Career insight • Career identity 14 Career Management’s influence on Career Motivation • Career resilience is the extent to which employees are able to cope with problems that affect their work • Career insight involves how much employees: • know about their interests and their skill strengths and weaknesses • are aware of how this relates to their career goals • Career identity is the degree to which employees define their personal values according to their work 15 Career Management’s influence on Career Motivation • Employees who have high career resilience are able to: • respond to obstacles in the work environment • adapt to unexpected events (such as changes in work processes or customer demands). • They are willing to develop new ways to use their skills • They take responsibility for career management • They are committed to the company’s success 16 Career Management’s influence on Career Motivation • Employees with high career insight set career goals and participate in development activities that help them reach those goals • They tend to take actions that keep their skills from becoming obsolete • Employees with high career identity are committed to the company • They are willing to do whatever it takes (e.g., work long hours) to complete projects and meet customer demands 17 Career Development • Career development is the process by which employees progress through a series of stages • There are four career stages: exploration, establishment, maintenance and disengagement. • Each career stage is characterized by developmental tasks, activities, and relationships. • Employee retention, motivation, and performance are affected by how well the company addresses the development tasks at each career stage. 18 Model of Career Development CONTACT INFORMATION: Name of the Staff : Dr ADIL KHAMIS AL-BALUSHI Office:: BS043 Email: adil.albalushi@hct,edu.om VERSION HISTORY Version No Date Approved 01 Sem. (2) 2022/2023 Changes incorporated 19