CAREER PLANNING AND CAREER MANAGEMENT AS CORRELATES FOR CAREER DEVELOPMENT AND JOB SATISFACTION

2011 ◽  
Vol 01 (02) ◽  
pp. 100-113
Author(s):  
Bola Adekola
Keyword(s):  
Job Satisfaction ◽  
Human Capital ◽  
Career Development ◽  
Career Planning ◽  
Career Commitment ◽  
Career Management ◽  
Innovative Products ◽  
Creativity And Innovation ◽  
Policies And Practices

The notion of empowering human capital to onset creativity and innovation through planning the careers of institutional members using HRM policies and practices to develop different mindsets, skills and competencies with the ultimate aim to provide a range of innovative products and services is attracting attention. This paper explores the link between career planning and career management as antecedents of career development and job satisfaction, and career commitment as its outcome. A sample of 505 employees of a Nigerian Bank revealed the significant link between the variables of career planning and career management, and career development, and in turn, with job satisfaction and career commitment. The paper discusses the implications of these findings for career development.

European Policies and Practices for the Development of Career Management Skills

2021 ◽  
Vol 9 (2) ◽  
pp. 3-16
Author(s):  
Valentina Sharlanova
Keyword(s):  
Career Development ◽  
Career Planning ◽  
Quality Criteria ◽  
Skills Development ◽  
Career Management ◽  
Management Skills ◽  
Eu Member States ◽  
European Policies ◽  
Career Skills ◽  
Policies And Practices

The article analyzes the development of European and national career management skills frameworks. European practices for career development skills are discussed. Emphasis is placed on the "lessons" of applying career management skills, the challenges of developing them and ways to overcome them. The analysis of European policies and practices for the development of career management skills allows to formulate two groups of conclusions: (1) Conceptual frameworks for career development and (2) European practices for career development skills development. The first group of conclusions relates to how people develop the skills and qualities needed for career planning and management, the implementation of the Framework for supporting career learning and career skills development, their implementation and available international resources, and the second to the challenges facing EU member states, the involvement of many stakeholders in the implementation of policies, directions of action and quality criteria in the acquisition of career management skills.

scholarly journals Perceived career development support in workplace career programme

2014 ◽  
Vol 59 (201) ◽  
pp. 157-175 ◽  
Author(s):  
Azman Ismail ◽  
Nurrul Adnan ◽  
Rizal Bakar
Keyword(s):  
Job Satisfaction ◽  
Career Development ◽  
Career Planning ◽  
Model Analysis ◽  
Higher Learning ◽  
Path Model ◽  
Survey Method ◽  
Career Management ◽  
Development Support ◽  
The Relationship

This study aims to quantify the relationship between the workplace career programme, perceived career development support, and job satisfaction. The survey method was employed to gather self-reported questionnaires from employees who work at a defence-based higher learning institution in Malaysia. The outcomes of SmartPLS path model analysis showed two important findings: first, the relationship between career planning and career management was positively and significantly correlated with job satisfaction. Second, the relationship between perceived career development support was positively and significantly correlated with job satisfaction. This finding confirms that perceived career development support does act as an important mediating variable in the relationship between workplace career programme and job satisfaction in the organizational sample. This study includes a discussion, implications, and a conclusion.

scholarly journals Lecturer Career Management at Muhammadiyah Higher Education in the Era of Pademi Covid-19 (Case Study at UM Jember)

2021 ◽  
Vol 5 (1) ◽  
pp. 73-87
Author(s):  
Saipul Wakit ◽  
Ainur Rhain
Keyword(s):  
Decision Making ◽  
Career Development ◽  
Career Planning ◽  
Career Decision ◽  
Career Management ◽  
Career Decision Making ◽  
Professional Management ◽  
Evaluation Phase ◽  
Planning Development

The large number of lecturers in Indonesia is clear evidence that there is still a large number of people who choose lecturers as their profession and career. So that the career of a lecturer in a university requires serious and professional management. One of the lecturers' career management processes in tertiary institutions can be done with career management. The purpose of this study has concrete objectives, namely to identify and describe the planning, development and career decision-making processes of lecturers at Muhamamdiyah university in the Covid-19 Pademi Era. The research method used a qualitative approach with a case study design at UM Jember with data collection techniques through interviews, observation and documentation. Lecturer career management at the University of Muhammadiyah during the Covid-19 pandemic includes several stages, namely career planning, career development and career decision making. Each of these stages has an operational process with its own methods and objectives. In lecturer career planning, it is divided into two, namely individual and organizational career planning which consists of several processes, namely the planning phase, the briefing phase, the development phase and the evaluation phase. Of all the stages of career management during the Covid-19 pandemic above, starting from planning, development and decision making, it is not much different from the conditions before the pandemic. But what distinguishes it is in terms of the career development method which in its implementation uses an online system with virtual methods, geogle meet and room zoom.

scholarly journals Career Planning And Management In Businesses

2018 ◽  
Vol 2 (2) ◽  
pp. 58-65
Author(s):  
Mustafa Tandogan
Keyword(s):  
Career Development ◽  
Career Planning ◽  
Career Path ◽  
Added Value ◽  
Career Management ◽  
Development System ◽  
Future Goals ◽  
Planning And Management ◽  
Changing World

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, it becomes not only the individual’s but also the organisations success.   Keywords: organised, individual, organisation, individual, organisation

Organisational Career Development Programs and Practices

1992 ◽  
Vol 1 (1) ◽  
pp. 29-33 ◽  
Author(s):  
Lesley E. Armstrong
Keyword(s):  
Career Development ◽  
Program Implementation ◽  
Career Planning ◽  
Wide Spectrum ◽  
The United States ◽  
Career Management ◽  
Development Programs ◽  
Current State ◽  
Successful Program ◽  
History Of

Employee career development programs are identified as a recently emerging human resource management process in Australia. A body of career theory predominantly from the United States informs the field but research indicates a gap between theory, organisational rhetoric and practice. An overview of career development practices in selected Australian organisations points to the recency of such programs. The research identifies a number of key factors related to successful program implementation and reveals the significant diversity of career planning and career management activities being undertaken across a wide spectrum of organisations. This article focuses on the history of organisational career development programs and investigates the current state of practice in selected Australian organisations. The range of activities that can be categorised as career planning and career management initiatives is described, and factors related to successful program implementation are suggested. People involved in planning and managing careers in organisations should clarify their expectations of career development practices and recognise the benefits for both individuals and organisations in the context of increasing economic uncertainty and continuing social change.

Job Satisfaction and Career Commitment Among Alzheimer’s Care Providers: Addressing Turnover and Improving Staff Empowerment

2011 ◽  
Vol 26 (7) ◽  
pp. 521-527 ◽  
Author(s):  
Constance L. Coogle ◽  
Iris A. Parham ◽  
Colleen A. Rachel
Keyword(s):  
Job Satisfaction ◽  
Career Planning ◽  
Career Commitment ◽  
Care Staff ◽  
Care Providers ◽  
Satisfaction Measure ◽  
Work Related ◽  
Scale Scores ◽  
Intrinsic Job Satisfaction

This study investigated the relation between job satisfaction and career commitment among 262 Alzheimer’s care staff working in long-term and community-based care settings. It was anticipated that the results would suggest whether career commitment could be enhanced to positively influence job satisfaction, and conversely, if improvements in job satisfaction might contribute to a deepened sense of vocational empowerment. Participants attended dementia-specific training and completed 2 short work-related questionnaires that measured job satisfaction and career commitment. The results of stepwise regression revealed interrelations between the 2 constructs. Congruence appeared to be reciprocal with respect to the overall scale scores and the intrinsic job satisfaction measure. Unexpected relations appeared in analyses of the extrinsic job satisfaction measure and the career planning subscale. Results are indicative of the fundamental distinction between job satisfaction and career commitment. Implications for efforts to reduce turnover and improve staff empowerment are also considered.

scholarly journals Understanding the phases and objectives of the career development process in the context of successful career management

2020 ◽  
Vol 8 (2) ◽  
pp. 49-56
Author(s):  
Đurđijana Ilić
Keyword(s):  
Career Development ◽  
Human Resources ◽  
Development Process ◽  
Career Management ◽  
Material Damage ◽  
Successful Operation ◽  
Successful Career ◽  
High Level ◽  
Creativity And Innovation ◽  
Career Progress

The basis of a quality organization consists of reliable employees who are satisfied with their work, ready to learn and progress, and thus continuously bring profit and progress to themselves and the organization. The foundation of a quality organization consists of a quality corporate mission, a reasonable vision of the organization, clearly set goals and a high level of creativity and innovation of employees, aimed at fulfilling the mission, vision and goals. Employees who are dissatisfied will not do the job properly, which is why the organization suffers direct material damage. Dissatisfied employees will want to leave the job, which speaks in favor of the fact that the resources previously invested in that employee were not used in accordance with the mission of the organization. In order for the organization to operate successfully and make profit, it is necessary to constantly control and maintain the career progress and satisfaction of employees, because its success is based on satisfied and advanced human resources. Career implies advancement, progress, occupation with the profession and stability, which is often considered as its basic precondition. That the concept of career development is extremely complex is shown by the fact that it has produced a large number of organizational phenomena that are intensively studied. Knowing, understanding and following the different stages of the career development process, as well as the numerous and diverse goals of the career development process can significantly contribute to the successful operation of organizations.

scholarly journals Pengaruh Perencanaan Karir Terhadap Komitmen Karir dan Kepuasan Karir melalui Pengembangan Karir sebagai Variabel Intervening

2019 ◽  
Vol 5 (1) ◽  
pp. 8
Author(s):  
Rizky Eka Febriansah
Keyword(s):  
Career Development ◽  
Human Resources ◽  
Significant Relationship ◽  
Career Satisfaction ◽  
Career Planning ◽  
Career Commitment ◽  
Business Service ◽  
Hr Practices ◽  
The Relationship

The idea of empowering human resources to create the best service for customers can be started through employee’s career planning in an organization by using HR practices and policies to develop a variety of mindset, abilities, and competencies with the ultimate goal of acquiring new consumers while maintaining existing customers. This study explores the relationship between career development towards career satisfaction along with career commitment via career development as an intervening variable. The research sample of 37 employees from the Business Service Division of PT Telekomunikasi Indonesia showed that there was a significant relationship amongst career planning along with career satisfaction, career planning along with career commitment, as well as career planning along with career satisfaction through career development.

Interview with Paul Stevens

2001 ◽  
Vol 10 (2) ◽  
pp. 3-5
Author(s):  
James A. Athanasou
Keyword(s):  
Career Development ◽  
Adult Development ◽  
Career Planning ◽  
Australian Journal ◽  
Career Counselling ◽  
Career Management ◽  
Australian Association ◽  
Adult Career ◽  
Development Network

In this section the Australian Journal of Career Development will present a series of interviews with key career professionals in Australia. Paul Stevens is Director of The Centre for Worklife Counselling and recognised both nationally and internationally for his continuing contributions to the careers field. He wrote his first published contribution to adult career development in 1981, Win That Jobl He is Fellow and Life Member of the Australian Association of Career Counsellors, and a recipient of its Career Counselling Excellence Award. Paul has links with the International Board for Career Management Certification and the International Career Planning and Adult Development Network.

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