Whose career is it anyway? Options for career management in flatter organisation structures

Abstract

Much of the literature on career management in the 1990s has been based on the assumption that a significant consequence of company restructuring has been the diminution of management career opportunities. Many human resource commentators are suggesting that the responsibility for managing and developing careers has become much more a personal quest and much less of an organisational one. This article examines the issues involved in managing careers from both perspectives and it uses primary research to illustrate and evaluate the range of activities currently being undertaken.

Strategies for career planning and development in the Convention and Exhibition industry in Australia

“…It would seem that respondents from the Australian Convention and Exhibition industry use in-house training and self-managed learning as tools for managing and developing their career and recognise the importance of the need for continuous personal development (Whymark and Ellis, 1999;Viney et al, 1997). A key career development strategy that was not valued was the use of coach/mentor as a means to improve career management.…”

“…The generic literature identifies that in the development of a career there is a focus on continuous personal development (Whymark and Ellis, 1999;Viney et al, 1997) with an individual's career development being seen to be more about building out from the core job, undertaking sideway moves and lateral and cross functional movement. The results from this study support and further develop this theme both in terms of job, sector and time mobility and leads to the concept of the 'butterfly' approach (McCabe, 2004).…”

Justice source and justice content: evaluating the fairness of organisational career management practices

“…On the one hand, it is acknowledged that in order to remain competitive employers must fully utilise their workforce, developing committed, motivated, innovative and high performing employees. However, on the other, they may no longer be able to offer job security and regular promotional opportunities in exchange for this commitment (Newell, 1999; Whymark and Ellis, 1999, Thite, 2001).…”

Succession Planning at HEIs: Leadership Style, Career Development and Knowledge Management Practices as Its Predictors

“…In terms of advantages, career development is a vital organization strategy that facilitates internal promotion (Bowes, 2008) and with this strategy organizations can help employees identify and understand their interests and strengths such as widen their skills, plan and implement career goals, and develop themselves for their career path (Whymark & Ellis, 1999;Cambron, 2001), or employee engagement, retention, and succession strategies (Rothwell, 2005;Tarasco & Damato, 2006;Beever, 2008;Bowes, 2008), to increase understanding of organization and enhances reputation as people developer. Interestingly, in other aspects, career development can help companies attract the best employees, as well as motivate, develop, and retain the best workers over time.…”