1. What is Career? The term career has a nm!er of meanings. "t can !e vie#ed from different perspectives. "n poplar sage it can mean advancement or p#ard movement to linear progression. $or e%ample, he is moving p in his career. This definition sggests that a person is prsing a career only if he or she e%hi!its steady or rapid advancement in stats, money and the like. People #ho have not e%perienced advancement or other s!stantial achievements do not really have a career. Career means a profession &for e%ample, he has chosen a career in medicine'. "t is a lifelong se(ence of )o!s. "t is se(ence of positions that a person has held over his or her life. "t means sta!le employment #ithin a profession. $or e%ample physicians and la#yers are thoght to have careers, #hereas clerks and mechanical are not. This definition sggests that one mst achieve a certain occpational or social stats for one*s #ork activities to constitte a career. A career is the sm total of paid and npaid #ork, learning and life roles yo ndertake throghot yor life. 1 The term +career+ #as traditionally associated #ith paid employment and referred to a single occpation. "n today+s #orld of #ork the term +career+ is seen as a continos process of learning and development. Contri!tions to a career can inclde, -ork e%perience Commnity involvement .mployment /ife roles .nterprise activities Cltral activities Training .dcation "nterests 0port 1olnteer #ork.
As yo gain more e%perience in the #orld of #ork and ndertake a variety of life e%periences, yo are !ilding yor ni(e career path. All life e%periences, inclding paid #ork, sporting interests and managing a hosehold shold !e dra#n pon as evidence to a potential employer that yo are the person for the )o!. 0per and 2all &1344' define career as a se(ence of positions occpied !y a person dring the corse of a lifetime. A career is all the )o!s that are held dring one*s #orking life. This is the o!)ective career. 5 Career may !e defined as a sorce of sta!ility #ithin single occpational field or closely connected fields. A person*s prsit of closely connected )o!s like teacher, gidance conselor and private ttor is thoght to represent a career. $rom another perspective, a career consists of the changes in vales, attitdes and motivation that occr, as a person gro#s older & Davis, 1336'. This is the s!)ective career. 0o all careers have !oth s!)ective and o!)ective elements that together from the !asis of an individal*s career. 7oth of these perspectives, o!)ective and s!)ective, focs on the individal. 7oth assme that people have some degree of control over their destinies and that they can maniplate opportnities in order to ma%imi8e the sccess and satisfaction derived from their careers. Career means advancement, professional stats and sta!ility. Arther, 2all and /a#rence consider the career to !e an evolving se(ence of a person*s #ork e%perience over time. A career is defined as the pattern of #ork9related e%periences that span the corse of a person*s life. -ork9related e%periences inclde o!)ective : events or sitations sch as )o! positions, )o! dties, and #ork9related decisions; and s!)ective interpretations of #ork9related events sch as #ork aspirations, e%pectations, vales and needs, and feelings a!ot particlar #ork e%periences. <ecently researchers have advocated a mltiple career concept that distingishes for career patterns, 9 A traditional linear career that emphasi8es p#ard mo!ility, 9 An e%pert career that focses on sta!ility in a specially area, 9 A spiral career in #hich ma)or career shifts occr periodically, perhaps every = to 1> years 9 A transitory career, #hich is characteri8ed !y changes in career fields as fre(ently as every three to five years. Career is often confsed #ith )o!. .%perts make difference !et#een a career and a )o!. According to them, a career is a perceived se(ence of attitdes and !ehaviors associated #ith #ork9related e%periences and activities over the span of the person*s life. -hereas a )o! is #hat a person does at #ork to !ring home a paycheck, a career is !eing engaged in a satisfying and prodctive activity. Ths a career involves a long9term vie# of a series of )o!s and #ork e%periences. ? $or some people their )o!s are part of a carefl plan. $or others, their career is simply a matter of lck. Merely planning a career does not garantee career sccess. 0perior performance, e%perience, edcation, and some occpational lck play an important role. -hen people rely largely on lck, ho#ever, they seldom are prepared for career opportnities that arise. 0ccessfl people identify their career goals, plan, and then take action. To pt it another #ay, sccessfl careers are managed throgh proper and carefl career planning. People #ho fail to plan their careers may do so !ecase they think that their company or their !oss #ill assme that responsi!ility. @r perhaps they are na#are of the !asic career planning concepts. -ithot an nderstanding of career goals and career paths, planning is nlikely. A career path is the se(ential pattern of )o!s that forms one*s career. Career goals are the ftre positions one strives to reach as part of a career. 5. Career planning A Career planning is the process of one*s life #ork and involves evalating a!ilities and interests, considering alternative career opportnities, esta!lishing career goals, and planning practical development. Career planning is the deli!erate process throgh #hich a person !ecomes a#are of personal career related attri!tes and the lifelong sense of stages that contri!te to his or her career flfillment. @rgani8ation has a vested interest in the careers of their mem!ers and career planning and development programs help them to enhance employees* )o! performance and ths the overall effectiveness of the organi8ation. :. What do employees want in organizational career planning? .ffective career planning and development programs mst consider the different perceptions and desires of employees. .mployees #ant the follo#ing factors in organi8ational career planning, Career e(ity, .mployees #ant to perceive e(ity in the organi8ation*s performance and promotion system #ith respect to career advancement opportnities. 6 0pervisory concern, .mployee #ant their spervisors to play an active role in career development and to provide timely performance feed!ack. A#areness of opportnities, .mployees #ant kno#ledge of the career advancement opportnities that e%ist in their organi8ations. .mployee interest, .mployees needs different amont of information and have different degrees of interest in career advancement depending on a variety of factors &age, se%, occpation, edcation'. Career satisfaction, .mployees, depending on their age and occpation, have different levels of career satisfaction. ?. Benefits of career planning Personnel department shold take an active interest in employee career planning. They often handle career planning !ecase their hman resorces plans indicate the organi8ation*s ftre employment needs and related career opportnities. D. 7. Miller &133=' says that organi8ations have different perspective on careers. They #ant to assre that managerial sccession is orderly and efficient so that #hen managers need to !e replaced !ecase of promotion, retirement, accident or illness, = termination or resignation, high9(alified people can replace them (ickly and easily. "n addition, personnel e%perts are more likely to !e a#are of training and other developmental opportnities. @f corse individal managers shold encorage career planning. The involvement of personnel managers in career planning has gro#n dring recent years !ecase of its !enefits. 2ere is a partial list of those !enefits, Develops promota!le employees. Career planning helps to develop internal spplies of promota!le talent. /o#ers trnover. The increased attention and concern for individal careers generate more organi8ational loyalty, and therefore, lo#er employee trnover. "mproves the organi8ation*s a!ility to attract and retain high talent personnel. Taps employee potential. Career planning encorages employees to tap more of their potential a!ilities !ecase they have specific career goals. $rthers gro#th. Career plans and goals motivate employees to gro# and develop. 4 <edces hoarding. -ithot career planning, it is easier for managers to hoard key s!ordinates. Career planning cases employees, managers and the personnel department to !ecome a#are of employee (alifications. 0atisfies employee needs. -ith less hoarding and improved gro#th opportnities for employees, an individal*s esteem needs, sch as recognition and accomplishment, is more readily satisfied. <edce employee frstration. Assists affirmative action plans. Career planning can help mem!ers of protected grops prepare for more important )o!s. This preparation can contri!te to meeting affirmative action timeta!les. "t ensres needed talents #ill !e availa!le. "mproves the organi8ation*s a!ility to attract and retain high talent employees. Promotes organi8ational good#ill. 3
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