This document discusses career definitions, theories of individual development, levels of career development, and tools of career management. It provides 3 definitions of career: 1) a specific job or profession with a career path, 2) social promotion through changing positions or organizations, and 3) a sequence of life experiences providing fulfillment. It outlines levels of career development as planning and management. Career management tools discussed include workforce matrices, career paths, SWOT analysis, and coaching. The document aims to introduce the topic of professional careers in organizations.
This presentation explores some common denominators that bond professionals, such as economic environment and career planning, and variations that distinguish each one, like individual’s whole person and career path. On top of the list for planning one’s own career is to understand one’s self as a whole person. What is important to you? Do you have a balanced outlook of life? Are there risk factors that might tip you off balance? What constitutes a rewarding career? Do you take charge of your own career?
The new career reality reflects that professionals face less opportunity to obtain advancement in the midst of downsizing, outsourcing, offshoring, restructuring and delayering. A new trend in employment also emphasizes the selection of candidates for the best ‘fit’ (not best ‘qualified’) with a position, boss, team, and company culture.
Do you keep an open mind to learn, adapt, take action, and choose the future? The career coach introduces a framework for planning professional career and personal actions. Despite uncertainties, take inventory of your behavioral repertoires and knowledge portfolio in terms of strengths and weaknesses. These competencies are assessable and improvable for desired career results and outcomes.
What is the concept of career planning?Nageshwar Das
#ilearnlot, What is the Concept of Career Planning? Definition, Objectives, Process, and Benefits! Career is viewing as a bunch or collection of jobs or positions. Generally, it describes an applicable career path within the structure of the organization. Basically, it shows the principal personnel development paths within the organization.
In the contemporary business environment, the traditional notions about career and career management have taken on entirely new dimensions for both employees and organizations. Business decisions such as mergers, acquisitions, layoffs and restructuring all have influenced the way individuals and organizations views careers and careers management (Agarwala, 2010)
More opportunities have become available for the high performing employees who are valuable to the firm. High performers, who are in short supply, get many job offers from other companies due to their competencies and skill sets. Employees are changing jobs more often than in the past and job hopping has become an acceptable reality today. Employee loyalty today extends more to the individual’s career rather than to the organization. If an individual’s career aspirations are not fulfilled by the organization, he/she is likely to seek fulfillment in some other organization (Agarwala, 2010)
Therefore, organizations are confronted with challenge of attracting and retaining this group of employees. Job and career are not viewed as equivalent any more. Employees are no longer content with just having a secure job with time – bound upward mobility. Today, employees are looking for a career and are not willing to take any chances with it. Employees do not let their careers just happen instead; they want a more active control over their careers. They also want their firms to provide them with career development opportunities. Changing workforce expectations and the changing psychological contract between the employer and the employees have led organizations to direct more attention towards career management interventions (Agarwala, 2010, pg.574)
The essay explore the meaning of career as a concept, career choice, career path, career planning, career stages, Literature review on managing careers as well as reviewing one case study on the topic.
This presentation explores some common denominators that bond professionals, such as economic environment and career planning, and variations that distinguish each one, like individual’s whole person and career path. On top of the list for planning one’s own career is to understand one’s self as a whole person. What is important to you? Do you have a balanced outlook of life? Are there risk factors that might tip you off balance? What constitutes a rewarding career? Do you take charge of your own career?
The new career reality reflects that professionals face less opportunity to obtain advancement in the midst of downsizing, outsourcing, offshoring, restructuring and delayering. A new trend in employment also emphasizes the selection of candidates for the best ‘fit’ (not best ‘qualified’) with a position, boss, team, and company culture.
Do you keep an open mind to learn, adapt, take action, and choose the future? The career coach introduces a framework for planning professional career and personal actions. Despite uncertainties, take inventory of your behavioral repertoires and knowledge portfolio in terms of strengths and weaknesses. These competencies are assessable and improvable for desired career results and outcomes.
What is the concept of career planning?Nageshwar Das
#ilearnlot, What is the Concept of Career Planning? Definition, Objectives, Process, and Benefits! Career is viewing as a bunch or collection of jobs or positions. Generally, it describes an applicable career path within the structure of the organization. Basically, it shows the principal personnel development paths within the organization.
In the contemporary business environment, the traditional notions about career and career management have taken on entirely new dimensions for both employees and organizations. Business decisions such as mergers, acquisitions, layoffs and restructuring all have influenced the way individuals and organizations views careers and careers management (Agarwala, 2010)
More opportunities have become available for the high performing employees who are valuable to the firm. High performers, who are in short supply, get many job offers from other companies due to their competencies and skill sets. Employees are changing jobs more often than in the past and job hopping has become an acceptable reality today. Employee loyalty today extends more to the individual’s career rather than to the organization. If an individual’s career aspirations are not fulfilled by the organization, he/she is likely to seek fulfillment in some other organization (Agarwala, 2010)
Therefore, organizations are confronted with challenge of attracting and retaining this group of employees. Job and career are not viewed as equivalent any more. Employees are no longer content with just having a secure job with time – bound upward mobility. Today, employees are looking for a career and are not willing to take any chances with it. Employees do not let their careers just happen instead; they want a more active control over their careers. They also want their firms to provide them with career development opportunities. Changing workforce expectations and the changing psychological contract between the employer and the employees have led organizations to direct more attention towards career management interventions (Agarwala, 2010, pg.574)
The essay explore the meaning of career as a concept, career choice, career path, career planning, career stages, Literature review on managing careers as well as reviewing one case study on the topic.
HR Function in Project-Oriented Organizations and the Problem .docxwellesleyterresa
HR Function in Project-Oriented Organizations and the Problem of
its Internal Consistency
Katarzyna Piwowar-Sulej
Wroclaw University of Economics, Wroclaw, Poland
[email protected]
Abstract: Nowadays, repetitive or routine activities are slowly giving way to unique and complicated activities – i.e.
projects. Many enterprises implement the so-called management by projects (MBP). The enterprises following such an
approach are referred to as project-oriented organizations (PORORs). A project and an organization cannot exist without
appropriate human capital. This capital is developed in the process of HR function fulfillment (R&S, training, HR appraisal,
remuneration and HR flow). In every enterprise, which implements MBP, HR function takes a two-way course: in an
organization-wide perspective (general HR function) and within the framework of a particular project (HR function in
projects). The objective of the article is to answer the following research questions: Q1: Should the same operational
schemes in both “courses” of HR function be used from the perspective of an effective functioning of project-oriented
organizations? Q2: What kind of gaps occur in the area of HR function internal consistency within the analyzed
organizations? The article presents the results of empirical studies carried out in 2014 and 2015 in 100 project-oriented
organizations. The methodology for measuring HR function’s internal consistency was proposed. Data triangulation was
applied in the research process. The conducted studies indicate that the multidimensional consistency of the personnel
function results in an increased efficiency of not only projects, but also the entire organization. The surveyed organizations
present higher general HR function consistency than the HR function in projects. Moreover, some gaps in consistency
between both personnel function courses were indicated. The presented results of empirical studies provide knowledge
about the specificity of project-oriented organizations. The presented discussion can also become the foundation for
developing further research.
Keywords: HRM, HR function, project-oriented organization, management challenges, management by projects
1. Introduction
A thesis can be put forward that since the 90s of the 20
th
century the interest in the way people function
within organizational structures has been increasing continuously. Therefore, managing people (human
resources management, HRM) can be considered as the key management area. Such management is identified
with personnel function (HR function), which covers tasks related to attracting workers, adequate
development of their capital and taking advantage of it in the course of any organization functioning. Currently
this function is focused on achieving organizational goals along with meeting its employees’ needs. Its
development remains within the responsibility of human resources department as a strategic partner.
The i ...
Week 2 theories for psychology coachingThis week we consider.docxcockekeshia
Week 2 theories for psychology coaching
This week we consider how theory, practice, perception and reality impact career counseling. We will consider how your own personal life experiences may have directed you to make the career choices you have made for yourself. We will take a closer look at career development theories used in the field today. You will have the opportunity to assess the utility of these theories and the application of the theory. We will also be looking at assessment tools that are used in career counseling interventions.
Career development theories attempt to describe how and why people make the career decisions they make. And make no mistake there is a myriad of theories describing this process; it seems an impossible to task to think that anyone theory can feasibly cover all the possibilities after all people are unique and their life experiences and choices are unique as well. Therefore, it is essential that you learn to analyze the career development theories by assessing both the strengths and limitations of each theory in an effort to provide guidance and sound decisions with your clients.
A comprehensive system of theories has developed since Parsons introduced his trait-factor approach in the early twentieth century (Leung, 2008). Today career development theories and interventions are grounded in a strong theoretical an empirical base. The task of the proponents of career development theory and interventions is to assure that the theories that develop consider a global perspective that is relevant across cultures. Leung suggests that although all individuals are influenced by a number of factors related to work some unique to a particular group or culture there are many factors that all individuals share in common e.g., problems with employment and unemployment and thus, it is important to consider career development theories and interventions from a global perspective.
Trait Theory
Parsons developed his theory in the early 1900s; central to Parson’s theory is that each individual has unique abilities, interests and personality characteristics and values. Parsons suggested that occupational decision making occurs when people achieve the following:
· an accurate understanding of their individual traits (aptitudes, interests, personal interests, personal abilities)
· a knowledge of jobs and the labor market
· rational and objective judgment about the relationship between their individual traits, and the labor market (Parson’s Theory, n.d., Para 2).
Parson’s theory posits that each job has specific aspects that are necessary to perform the functions of the job and assumes that an individual’s abilities, personality characteristics, values, and abilities match particular jobs (Parsons, 1909). That is, individuals fit a job based on the match of the job requirements or specific aspects needed to perform the job and the individual’s traits. In other words, an individual’s traits and particular job requirements align.
HRM, CAREER PLANNING, CAREER MANAGEMENT, HRM, HUMAN RESOURCE MANAGEMENT, MANAGING HUMAN RESOURCES, AIMS AND OBJECTIVES OF CAREER PLANNING, CAREER PLANNING PROCESS, CAREER PROGRESSION CONSIDERATIONS, BENEFITS & LIMITATIONS OF CAREER PLANNING, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
HR Function in Project-Oriented Organizations and the Problem .docxwellesleyterresa
HR Function in Project-Oriented Organizations and the Problem of
its Internal Consistency
Katarzyna Piwowar-Sulej
Wroclaw University of Economics, Wroclaw, Poland
[email protected]
Abstract: Nowadays, repetitive or routine activities are slowly giving way to unique and complicated activities – i.e.
projects. Many enterprises implement the so-called management by projects (MBP). The enterprises following such an
approach are referred to as project-oriented organizations (PORORs). A project and an organization cannot exist without
appropriate human capital. This capital is developed in the process of HR function fulfillment (R&S, training, HR appraisal,
remuneration and HR flow). In every enterprise, which implements MBP, HR function takes a two-way course: in an
organization-wide perspective (general HR function) and within the framework of a particular project (HR function in
projects). The objective of the article is to answer the following research questions: Q1: Should the same operational
schemes in both “courses” of HR function be used from the perspective of an effective functioning of project-oriented
organizations? Q2: What kind of gaps occur in the area of HR function internal consistency within the analyzed
organizations? The article presents the results of empirical studies carried out in 2014 and 2015 in 100 project-oriented
organizations. The methodology for measuring HR function’s internal consistency was proposed. Data triangulation was
applied in the research process. The conducted studies indicate that the multidimensional consistency of the personnel
function results in an increased efficiency of not only projects, but also the entire organization. The surveyed organizations
present higher general HR function consistency than the HR function in projects. Moreover, some gaps in consistency
between both personnel function courses were indicated. The presented results of empirical studies provide knowledge
about the specificity of project-oriented organizations. The presented discussion can also become the foundation for
developing further research.
Keywords: HRM, HR function, project-oriented organization, management challenges, management by projects
1. Introduction
A thesis can be put forward that since the 90s of the 20
th
century the interest in the way people function
within organizational structures has been increasing continuously. Therefore, managing people (human
resources management, HRM) can be considered as the key management area. Such management is identified
with personnel function (HR function), which covers tasks related to attracting workers, adequate
development of their capital and taking advantage of it in the course of any organization functioning. Currently
this function is focused on achieving organizational goals along with meeting its employees’ needs. Its
development remains within the responsibility of human resources department as a strategic partner.
The i ...
Week 2 theories for psychology coachingThis week we consider.docxcockekeshia
Week 2 theories for psychology coaching
This week we consider how theory, practice, perception and reality impact career counseling. We will consider how your own personal life experiences may have directed you to make the career choices you have made for yourself. We will take a closer look at career development theories used in the field today. You will have the opportunity to assess the utility of these theories and the application of the theory. We will also be looking at assessment tools that are used in career counseling interventions.
Career development theories attempt to describe how and why people make the career decisions they make. And make no mistake there is a myriad of theories describing this process; it seems an impossible to task to think that anyone theory can feasibly cover all the possibilities after all people are unique and their life experiences and choices are unique as well. Therefore, it is essential that you learn to analyze the career development theories by assessing both the strengths and limitations of each theory in an effort to provide guidance and sound decisions with your clients.
A comprehensive system of theories has developed since Parsons introduced his trait-factor approach in the early twentieth century (Leung, 2008). Today career development theories and interventions are grounded in a strong theoretical an empirical base. The task of the proponents of career development theory and interventions is to assure that the theories that develop consider a global perspective that is relevant across cultures. Leung suggests that although all individuals are influenced by a number of factors related to work some unique to a particular group or culture there are many factors that all individuals share in common e.g., problems with employment and unemployment and thus, it is important to consider career development theories and interventions from a global perspective.
Trait Theory
Parsons developed his theory in the early 1900s; central to Parson’s theory is that each individual has unique abilities, interests and personality characteristics and values. Parsons suggested that occupational decision making occurs when people achieve the following:
· an accurate understanding of their individual traits (aptitudes, interests, personal interests, personal abilities)
· a knowledge of jobs and the labor market
· rational and objective judgment about the relationship between their individual traits, and the labor market (Parson’s Theory, n.d., Para 2).
Parson’s theory posits that each job has specific aspects that are necessary to perform the functions of the job and assumes that an individual’s abilities, personality characteristics, values, and abilities match particular jobs (Parsons, 1909). That is, individuals fit a job based on the match of the job requirements or specific aspects needed to perform the job and the individual’s traits. In other words, an individual’s traits and particular job requirements align.
HRM, CAREER PLANNING, CAREER MANAGEMENT, HRM, HUMAN RESOURCE MANAGEMENT, MANAGING HUMAN RESOURCES, AIMS AND OBJECTIVES OF CAREER PLANNING, CAREER PLANNING PROCESS, CAREER PROGRESSION CONSIDERATIONS, BENEFITS & LIMITATIONS OF CAREER PLANNING, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Similar to Career professional in organization poland (20)
2. I. Career’s definitions
II. Theories of an indvidual development
III. Levels of career development
IV. Tools of career managment
Plan of presentation
3. Taking subject’s bibliography into consideration,
CARRER has got a lot of meanings.
1) Generaly, by CARRER we think about a special
type of job or profession. It means that in one
kind of job there is a specific „career path”. The
employee knows what he shall do in every step of
his work’s life. It’s a conception of D. Ahal.
Career - definitions
4. 2) In order hand, CAREER is considered as a social
promotion in organizational level. This is
connected with changing of work position (for
example: one’s of normal worker becomes a
manager) or begining a new job in other
organization with greater prestige (for example:
the worker changes the work place –it means a
movement to another company).
5. 3) H. Lopata says that „CAREER” is persived as
sequence of experience connected with road life.
By „experience” in this case, we understand
aspirations, satisfaction, and see yourself like a
fulfilled person in life (for example: bisnesman or
housewife).
6. But in Poland „CAREER” can be recived in a
positive or negative aspect.
The first one relates to the dimension of
profession and lifestyle what is very important in
our generation, especially for young and educated
people who enter to the job market.
7. By the way, word ”CAREER” has got also bad
significance. The person who does nothing in a
work aspects and gets a lot of profits of that
(things like: grants, awards, praises etc.) is called
idle. In other words it is a person who used to use
the work of another people to gain his own
benefits. The name of that person in Poland
sounds: ”KARIEROWICZ”.
8. In according to the given proposals, we define the
term „CAREER” as
a process of obtaining practical and
professional experience, and also implementing
the actions leads to achieve satisfaction over a
lifetime.
9. Majority of individual
development theories says
that life of person is like a
cycle who is built from the
another following steps.
Which are the special units
of human development.
Individual development theories
10. All of those steps have two intentional meanings:
● building step
● temporary step
They have a the same significance. All of them are
conected with edge of persons.
11. The needs are the basis individual separation of
another trend in the theory of career
development. This trend is based on the one hand
on the achievements of the theory of needs, on
the other hand the achievements of personality
theory and can be considered as a complementary
way of explaining an individual's career.
Phase of life and the needs of an
individual
12. With regard to the needs theory there are
formulated the following claims:
- Needs met at the right time and at the
appropriate level
- The need of a higher order, if they met
occasionally
- Met the needs of a large time delay or at a lower
level than experienced will become subconscious
motivation factors for an individual.
15. It is a special racionalized process of an individual
action, which want to get promotion, by having
control on its activitis, and that person see the
future situation depended of its own features and
behaviour and set goals that must beachieved.
Planning of career - definition
16.
17. As a result of planning treatments is to formulate
specific action plans in relation to staff (such as:
recruitment, allocation, training, studies plans,
etc.) in order to achieve the objectives laid down.
However, specific action plans are input in the
process of careers management.
18. Professional career management of employees
requires special selection and preparation, and
knowledge about all employees. This is the
activity of an organization with its own objectives
and instruments. In practice, however, is not
always extracted in a personal activity and it can
be variously defined.
Definition of career management
19. Research shows that most Polish enterprises
defines a “professional career” as a development
of qualifications. Almost as often a “professional
career” means taking over a higher position in the
organization. Significantly less a “professional
career” is seen through the prism of increase in
earnings*.
*conclusions from reserch of book Miś A.,
Koncepcja rozwoju kariery zawodowej w
organizacji
20. 1. Workers displacement matrix
2. Workers career paths
3. SWOT analysis for Human Resources
4. Coaching
Tools of career management
21.
22. In conclusion it was introdused the topic of professional
career in the organisation:
some definitions of career
individual theory of career
levels of professional career (career planning and career
management)
tools of career management.