Relationship between Career and Competency: Verification of Theoretical Model Validity

Abstract

In a constantly changing environment, a new approach to an organization as a performance system where employee'ss are becoming the most important factor determining the efficiency of organizational performance is developing. However, the ability to attract and retain competent specialists is often a challenge for the organization since it has to recognize the range of factors that motivate each employee's and serve as incentives for activity. One of such incentives is the possibilities to make a successful career as each person wants to 'grow in an organization' literally. Structural changes in the organization, i.e. transition from pyramidal structure through team organization structure to learning organization, which, according to Salopek (2004), Giesecke and McNeil (2004), has the characteristics of experimentation and future vision, have direct impact on employee's's career development: the possibilities for vertical career are reduced, it is difficult to anticipate workforce flow in an organization, employee'ss' individual career do not anchor them in one organization, which increases the importance of competency and the insights into the future career possibilities. In order to preserve unique skills and competencies, each organization must foresee the possibilities for employee's's career. If career is considered to be the process of personal development, authority, power influence, status, prestige, growth, climbing the ladder of hierarchy, qualification and promotion, the significance of career planning in the organization becomes obvious. Successful career planning in the organization, according to Lovelock and Wright (2002), helps to satisfy employee'ss' needs for training and professional growth; to use employee'ss' competencies efficiently; to increase employee'ss' self-reliance; to form an internal reserve of professional growth. Moreover, career planning helps to combine the aims of the organization and an employee's, to meet the latter's interests and in such a way to retain competent specialists in an organization. Knowing their perspectives in the organization, employee'ss will try to act more efficiently, i.e. to use their competency and experience while striving for organizational goals. Yet when aiming at the effective usage of every employee's's competency in a particular activity, one should know not only the structure of the activity but also its levels and levels of competency respectively (Dreyfus, Dreifusbasis of which career should be planned and developed in the organization. Scientific literature analysis revealed that the impact of competency level on career as well as its relation to career planning has not been studied yet. Consequently, it allows proposing adequate perspectives to employee's's career planning in the organization on the basis of his/her competency levels. Having analyzed scientific literature, the authors of the article prepared a theoretical-hypothetical model of career planning based on the impact of competency level (Chreptaviciene & Starkute, 2010). The Model ...

A Career Success of the Distributors in Multi-Level Marketing (MLM) Company

“…Based on a study done by Chreptaviciene & Starkute (2012), it is found that career development is influenced by the competencies possessed by a person in an organization. The level of competency should be developed along with the increase in one's career.…”

Kelių transporto įmonių technologinės plėtros ir logistikos specialistų inžinerinių kompetencijų sąsajos tyrimas

“…Chowdhury & Murzi (2020), Juodeikaitė & Fominienė (2016), Savanevičienė et al (2008), Lepaitė (2003) savo tyrimuose nustatė, kad globalėjančiose įmonėse sėkminga darbuotojo veikla priklauso nuo gebėjimo prisitaikyti prie sparčiai kintančios aplinkos, todėl būtina orientuotis į šiandienos keliamus reikalavimus specialistų kompetencijoms ir numatyti, kokių kompetencijų reikės ateityje. Chreptaviciene & Starkute (2012) nustatė, kad specialisto imlumas naujoms profesinėms žinioms, gebėjimas analizuoti ir priimti sprendimus, vadybos gebėjimai ir bendravimo įgūdžiai yra svarbūs siekiant karjeros aukštumų. Pasak Rutkausko ( 2006), svarbu, kad darbuotojai gebėtų priimti techninius sprendimus, atitinkančius gamyklos vadovų iškeltus vykdomos veiklos tikslus.…”

“…Logistikos specialistų inžinerinės kompetencijos sąvoka apibrėžiama remiantis įvairių mokslo krypčių mokslininkų požiūriu į inžinerinę kompetenciją ir šios sąvokos traktuotę. Chreptaviciene & Starkute (2012) tyrimuose akcentavo, kad personalo įtraukimo į sprendimų priėmimo procesą techniniais klausimais inžinerinė kompetencija padėtų išspręsti nemažai problemų. Iškylančios problemos yra susijusios su sprendimų priėmimu ir įgyvendinimu.…”