Career development in organizations and beyond: Balancing traditional and contemporary viewpoints

Os Desafios da Primeira Gestão: Uma Pesquisa com Jovens Gestores

“…Observamos que, em congruência com a literatura, as experiências on-the-job e as vivências anteriores, Também verificamos que o suporte organizacional foi apontado como relevante por apenas três NGs, indicando que a maior parte das organizações colocam jovens gestores em situações desafiadoras, sem oferecer apoio formal. No entanto, evidências aqui encontradas e presentes na literatura sugerem que uma atuação conjunta pode ser de grande valia -o indivíduo buscando seu próprio desenvolvimento e apoio de sua rede de relacionamentos, e a organização dando oportunidades e suporte quando necessário (Baruch, 2006;De Vos et al, 2009;Sturges et al, 2002).…”

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“…Hasil dapatan temu bual menekankan bahawa pengurus atau organisasi perlu mengadakan bengkel, kursus, seminar serta memberi peluang melanjutkan pelajaran kepada pekerja bagi membangunkan kerjaya pekerja dalam organisasi kajian. Ini disokong oleh kajian yang dibuat oleh Baruch (2006) yang menyatakan aktiviti yang sering dilakukan oleh organisasi dalam membangunkan kerjaya pekerjanya termasuk mengadakan latihan, memberi pendidikan secara formal, mengadakan sesi kaunseling antara pengurus dan pekerja dan mengadakan bengkel kerjaya.…”

Career Profiles of Immigrants in the Modern Career Context: Case of Lithuania

“…Baruch (2006) nuomone karjeros be ribų samprata atsirado dėl to, kad šiandieniniai darbuotojai siekia: (a) sumažinti stresą, kylantį dėl neaiškumo ir nesaugumo jausmo, (b) atgauti pusiausvyrą savo profesiniame gyvenime, (c) intensyviau įsitraukti į karjeros plėtotės procesą ir (d) pagerinti savo įsidarbinamumo galimybes.…”

“…A brief defi nition of boundaryless career is given by DeFillipi and Arthur (1994, p. 307): "sequences of job opportunities that go beyond the boundaries of single employment settings". Baruch (2006) reasons the rise of boundaryless career while indicating, that today's employee strives for: (a) reducing the stress which is infl uenced by ambiguity and declining feeling of security, (b) regaining the balance of the professional life, (c) gaining strength in the career development process and (d) increasing the employability opportunities. Sullivan and Arthur (2006) list two mobility types which characterize boundaryless career -physical, moving from one location (job place) to another and psychological, it is ability to make the mentioned movement consciously and without traumas.…”