The Case Study of the Baby Boomers’ Career Development as Lifelong Learning: Focusing on the Process of Re-Entry into the Labor Market

2021 ◽  
Vol 17 (2) ◽  
pp. 89-109
Author(s):  
Jiyoung Kim ◽  
Hyewon Park ◽  
Minyoung Lee
Keyword(s):  
Labor Market ◽  
Career Development ◽  
Lifelong Learning ◽  
Baby Boomers

Equity and Access as Keys for Opening Open Learning

2016 ◽  
pp. 263-290 ◽  
Author(s):  
Luke van der Laan ◽  
Liz Neary
Keyword(s):  
Higher Education ◽  
Career Development ◽  
Lifelong Learning ◽  
Open Education ◽  
Critical Perspective ◽  
Education Demand ◽  
Equity And Access ◽  
Access And Equity ◽  
Key Drivers

This chapter adopts a critical perspective of how open education (OE), based on the principles of equity and access, aligns with the mega-drivers of contemporary higher education. These include key drivers of OE such as lifelong learning, self-directed career development and credentialing. The process of synthesising learning, work and transition within what is described as the ‘conceptual age' of work, is daunting to the majority of members of the workforce globally. A combination of regulation, academic dogma underpinning traditional university models and rigid assumptions as to the nature of knowledge frustrate the promotion of OE. This case study explores a work-based learning (WBL) university program designed to broaden access and equity to universities within the context of mega-drivers shaping higher education demand. The model complements rather than competes with traditional university offerings and represents a pragmatic response to the barriers to participation and OE principles.

scholarly journals Understanding the Perception of Lifelong Learning Programmes Requirements towards Employee’s Career Development

2019 ◽  
Vol 8 (2S9) ◽  
pp. 432-437
Keyword(s):  
Career Development ◽  
Lifelong Learning ◽  
Small And Medium Enterprises ◽  
Qualitative Approach ◽  
Knowledge And Skills ◽  
Case Study Design ◽  
Level Of Knowledge ◽  
Medium Enterprises ◽  
Opening Up

The implementation of the Lifelong Learning programmes (LLL) is aimed to raise the level of knowledge and skills of employees thus developing human capital through increased productivity and competency. However, the extent to which Small and Medium Enterprises (SME) employees feel that this LLL programmes as a requirement for them in career development is still in question. This study aims to explore the perceptions of SME employees on LLL programmes requirements in their career development. This study applied a qualitative approach using case study design. A total of 11 SME employees were selected as its participants. The findings show that the average participants of this study agreed that there is no need for them to engage in the LLL programmes in terms of promotion from employers. This is because SME employers are more committed to working experience, working commitments and social skills. However, in the opinion of SME employees there is a need for them to join the LLL programmes for the purpose of salary increment from employers and opening up other better employment opportunities in their career development.

scholarly journals Nieetatowe rozwiązanie karierowe jako sposób gromadzenia kapitału kariery

1970 ◽  
pp. 283-294
Author(s):  
Elwira Litaszewska
Keyword(s):  
Labor Market ◽  
Career Development ◽  
Lifelong Learning ◽  
Career Choices ◽  
Career Planning ◽  
Personal Resources ◽  
Entrepreneurial Attitudes ◽  
Career Capital ◽  
Effective Use ◽  
Start Ups

The structure of the study was subordinate to the question about the characteristics of career choices undertaken in the discourse of lifelong learning and career planning. The distinguishing mechanisms for selected career development approaches emphasize the importance of entrepreneurial attitudes and the effective use of personal resources. The accumulation of career capital can be a response to the demands of the modern labor market and to the dynamics of the changes taking place within it. This approach is quite strongly focused on non-career career choices, exemplified by start-ups.

The Relationship between Working Environment and Internship Satisfaction Level: A Case Study Of A 4-Star Hotel Restaurant In Germany

2019 ◽  
Vol 2 (4) ◽  
pp. 276-291
Author(s):  
Chatarina Natalia Putri
Keyword(s):  
Career Development ◽  
Working Hours ◽  
Learning Opportunities ◽  
Working Environment ◽  
The Other ◽  
Satisfaction Level ◽  
Supervisory Support ◽  
Support Organization ◽  
The Relationship

There are many factors that can lead to internship satisfaction. Working environment is one of the factors that will result to such outcome. However, many organizations discarded the fact of its importance. The purpose of this study is to determine whether there is a significant relationship between working environment and internship satisfaction level as well as to determine whether the dimensions of working environment significantly affect internship satisfaction. The said dimensions are, learning opportunities, supervisory support, career development opportunities, co-workers support, organization satisfaction, working hours and esteem needs. A total of 111 questionnaires were distributed to the respondents and were processed by SPSS program to obtain the result of this study. The results reveal that learning opportunities, career development opportunities, organization satisfaction and esteem needs are factors that contribute to internship satisfaction level. In the other hand, supervisory support, co-workers support and working hours are factors that lead to internship dissatisfaction. The result also shows that organization satisfaction is the strongest factor that affects internship satisfaction while co-workers support is the weakest.

scholarly journals Die Steuerung von den Multigenerationteams in den Industriebetrieben

2017 ◽  
Vol 25 (41) ◽  
pp. 35-42
Author(s):  
Natália Vraňaková ◽  
Andrea Chlpeková ◽  
Kristína Koltnerová ◽  
Petra Pračková
Keyword(s):  
Labor Market ◽  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Industrial Enterprises ◽  
Generation Z ◽  
Generational Groups

Abstract The current workforce in industrial enterprises is formed from four generational groups. These generational groups are called Baby boomers, Generation “X”, Generation “Y” and Generation “Z”. Each of generational groups is specific by own characteristics, positives and negatives. The aim of the article is to refer the features of individual generational groups, to analyze their representation on labor market and to specify recommendations for the management of multigenerational teams for the practice of industrial enterprises in order to achieve the satisfaction and synergy of employees in accordance with the objectives of enterprise.

scholarly journals Vocational Training has an Influence on Employee Career Development: A Case Study Indonesia

2021 ◽  
Author(s):  
Rusdiyanto Rusdiyanto ◽  
Indra Prasetyo ◽  
Nabilah Aliyyah ◽  
Heru Tjaraka ◽  
Nawang Kalbuana ◽  
...  
Keyword(s):  
Career Development ◽  
Random Sampling ◽  
Vocational Training ◽  
Sampling Method ◽  
Job Training ◽  
Medium Scale ◽  
Analysis Techniques ◽  
Using Data ◽  
Practical Implications

Objective: This paper aims to test the effect employee job training has on employee career development in the company.Design/methodology/approach: This paper uses a quantitative approach with the process of finding the knowledge by using data in the form of numbers as a tool that can be generalized to prove hypotheses. The population in this study was 135 employees by sampling 100 employees using sampling method probability by using random sampling type samples to use slovin formula. Analysis techniques use multiple linear regressions.Findings: The results showed that job training influences the career development of employees in companies with a significant rate of 0.00 less than α=0.05.Practical Implications: The results of the study are recommended for company employees to conduct job training as a tool to improve career development.Originality: Previous research has been conducted to test job training on employee career development in large companies; the findings conclude that employee job training affects employee career development. This research researchers try to research medium-scale companies down.

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