Variant 9 What is the role of the corporate idea to create a favorable environment for personnel

Variant 9
2.What is provided as a result of the rational organization of career management?

What is a career? A career can be seen as the pattern of work-related experience that spans the course of a person’s life, an evolving sequence of a person’s work experience over time, the sequence of employment-related positions, roles, activities, and experiences encountered by a person, or as a process of development along a path of experience and roles in one or more organizations. Careers take place in specified social environments, and particularly in organizations. A “normal” or typical professional career usually follows a sequence of developmental phases, each of which is delineated by a distinct shift in the individual’s sense of self, but each is shaped and influenced by the organization in which the person works.

The organizational system of career management relates to several levels, as depicted in Yehuda Baruch’s CAST model. The three P’s—philosophy (strategy), policy, and practice—are parallel to the three A’s of individuals—aspirations, attitudes, and actions. The need for matching individual and organizational needs has been emphasized by many scholars. Peter Herriot and Carol Pemberton’s model associates the business environment with the organization in terms of strategy, structure, and processes. Even more important, their model compares and contrasts the organizational and individual needs and expectations.Moving from the strategic level to the practical level—the actual human resource management (HRM) activities that form the career management system—the next section of the entry outlines a comprehensive portfolio of HRM practices, which can be conducted by organizations to plan and manage employees’ careers. Evidence is presented regarding the extent to which these practices are actually applied in organizational settings. Based on both data and conceptualization, six dimensions are utilized to demonstrate the nature and role of these practices. Finally, a framework that integrates the various practices into a comprehensive system is offered.

The interpretation of the utilization of these practices needs to be taken in the context of dynamism of the social system. Contemporary work has focused on the changing meaning of careers. There is a clear shift from long-term relationships to transactional “short-termism,” with major changes in the nature of the psychological contract between employers and employees

Career practices should not be discussed in isolation, as if they are a set of unrelated or disassociated practices. Careers in organizations are meant to be planned and managed in a joint manner. A system should be designed to answer the needs and requirements of both the individual and the organization. Professional, effective HRM will make sure that the career system operates in a well-integrated, comprehensive way.

Applying a twofold level of integration is necessary to achieve a fit and optimal utilization of career practices. These levels are “internal” integration among the various practices and “external” integration between the bundle of practices (that is, the career system) and the organizational culture and strategy. Both internal and external integration should be driven by the organization’s strategy, because it determines major business decisions. For example, the decision whether to go international or stay within national borders has implications for career practices, because such a strategy necessitates policies and practices regarding expatriation and repatriation.

Internal integration relates to the match between the various career practices, a fit that is in dire need. For example, an effective performance appraisal system should be associated with other CPM practices. Inputs from certain practices (e.g., mentoring) will influence the use of others (e.g., workshops, secondments). For external integration, career systems that best fit the organization depend on the operational strategy of the whole enterprise. The career system should be developed in line with business objectives and needs. The culture of the organization will help in shaping the career practices and their use, but in a complementary way, career management practices can help in the reshaping of organizational culture.