Career Development in Organization’s Hands: An Integrative Review about Organizational Career Management

2020 ◽  
Vol 2020 (1) ◽  
pp. 15027
Author(s):  
Qinglin Zhao ◽  
Zijun Cai ◽  
Wen-xia Zhou
Keyword(s):  
Career Development ◽  
Integrative Review ◽  
Career Management ◽  
Organizational Career Management

Career Management in the Knowledge-Based Organizations

2017 ◽  
Vol 7 (2) ◽  
pp. 60-73 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategy ◽  
Career Management ◽  
Management Innovation ◽  
Knowledge Based ◽  
Career Opportunities ◽  
Strategic Goals ◽  
Organizational Career Management

This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.

scholarly journals Career Guidance and Counseling and Personal Career Management – New Competencies for Pedagogical Specialists

2021 ◽  
Vol 29 (1) ◽  
pp. 99-108
Author(s):  
Valentina Sharlanova
Keyword(s):  
Secondary Education ◽  
Career Development ◽  
Career Guidance ◽  
Career Management ◽  
Guidance And Counseling ◽  
Management Competencies ◽  
Good Practices ◽  
University Training ◽  
Personal Career

The article analyzes main documents from the legislation of secondary education. The new function of pedagogical specialists „career guidance and counseling“ has been highlighted. Emphasis is placed on the professional portfolio as a tool for career development. The problem of the formation of career guidance and counseling competences and career management competencies is outlined. Good practices in basic university training of pedagogues in relation to the formation of these competences are presented. These include updating curricula and programs, introducing new courses. Recommendations and conclusions are formulated.

scholarly journals DEVELOPMENT AND CAREER MANAGEMENT

2019 ◽  
Vol 31 (5) ◽  
pp. 1339-1344
Author(s):  
Baki Koleci
Keyword(s):  
Career Development ◽  
Social Relationships ◽  
Career Management ◽  
Personal Goals ◽  
Expert Opinions ◽  
The Family ◽  
The Subject ◽  
The Difference ◽  
The Individual

We, as individuals, continually through our lives, learn and acquire the knowledge, skill, and skill we expect to help us employ or apply appropriately in order to gain a living and secure our survival. Everyone wants to build a successful career with which he can be proud of his life. However, this is not always so easy and simple, it requires a lot of sacrifices, concessions, compromises with our partners, the family, close social relationships, and finally with ourselves. In this paper, the subject of the research is the determination of career development, career stages, career factors, then expert opinions, the difference between traditional and modern career views, goals pursued by individuals in the career, and so on, Career development can be seen as an experience of individuals (an internal career) and this is not related to an organization. Although the responsibility for career management is in the hands of individuals, individuals, however, organizations can play a key role in shaping and developing careers by providing help and providing support. Career development can not be pursued individually or separately from the personality as a whole, meaning it reflects on the context of life and the development of the person as a whole, not just personality as work. The main goal in career development is to realize the current and future needs and goals of the organization and individuals, which has to do more with developing employment opportunities and improving the skills needed for employment. Career success is reflected in the eyes of the individual and can be defined as a career pleasure through achieving personal goals related to the work, while at the same time enhancing the success and efficiency of the organization.

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.

Matching Individual Career Plans and Organizational Career Management

1987 ◽  
Vol 30 (4) ◽  
pp. 699-720
Author(s):  
Cherlyn Skromme Granrose ◽  
James D. Portwood
Keyword(s):  
Career Management ◽  
Career Plans ◽  
Organizational Career Management

How career expectations influence advancement: evidence from women in the hospitality industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ting Liu ◽  
Jie Gao ◽  
Mingfang Zhu ◽  
Yajun Qiu
Keyword(s):  
Career Development ◽  
Management Strategies ◽  
Demographic Factors ◽  
Two Dimensions ◽  
Career Management ◽  
Career Expectations ◽  
Content Type ◽  
Socio Demographic Factors ◽  
The Relationship

Purpose This study aims to examine the role of women’s career expectations (CEs) in changes in their career advancement (CA) and to determine whether these changes were because of socio-demographic factors. Design/methodology/approach Multiple linear regression was used to measure the relationship between women’s CEs and CA, as well as the influences that socio-demographic factors (e.g. education) have on that relationship. Findings Results indicated that CEs had two dimensions (i.e. career rewards and career development) and that career reward expectations had a significantly higher effect on CA than career development expectations. Furthermore, women were very likely to set higher CEs and stronger desires for CA as they became older. Results also showed that education, working years and position level were significantly related to women’s CA. Practical implications This study provides new insight into which aspects of women’s CA can be boosted by CEs and how these aspects may be affected by socio-demographic factors. This study can help hotels design better career management strategies to achieve the desired results. The study also provides guidance for women’s career management activities. Originality/value This study considers women’s CEs in hotels. The results revealed two dimensions (i.e. career rewards and career development) of CEs and uncovered the influences of socio-demographic factors on women’s CA, for example, age, education, working years and position level.

Organisational careers versus boundaryless careers: Insights from the accounting profession

2006 ◽  
Vol 12 (3) ◽  
pp. 223-234 ◽  
Author(s):  
Theresa Smith ◽  
Alison Sheridan
Keyword(s):  
Career Development ◽  
Employee Attitudes ◽  
Occupational Group ◽  
Career Management ◽  
Accounting Profession ◽  
Boundaryless Career ◽  
Boundaryless Careers

ABSTRACTMuch of careers research in recent times has focused on the so called move away from traditional ‘organisational careers’ to what Arthur (1994) coined the ‘boundaryless career’. This paper discusses research that challenges the applicability of the boundaryless career and the claim that ‘organisational careers are dead’. Drawing on interviews with nearly 60 accountants in Australia, the research demonstrates that employees are pursuing an organisational career. For this occupational group, the lack of proactive HR involvement in career development and the emphasis on self-direction was not appreciated. Rather, the research highlighted that the lack of organisational career management had negative implications for employee attitudes and motivation. The issues raised by the participants suggest it is timely to consider whether the unique characteristics of the accounting profession represent an ideal environment for the maintenance of an ‘organisational career’.

Sign in / Sign up

Export Citation Format

Share Document