CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

M. Godshlik “Career is defined as the pattern of work related experiences that span’s the
course of a person’s life” (2000).
Keeping in view all the three themes career may be defined as the sequence of
work related statuses and the sphere of work experiences of a person attained by him in
the due course of his professional arena.
As identified by Greenhaus, Callanan and Godshlik (2000) career has two major
aspects, first one the objective events and second, the subjective feelings related to those
events. Objective events include work related positions, duties, activities and decisions.
Where as subjective feelings are actually how the individual interpret those events in the
light of his specific work related values.
Building upon this very concept career management would mean to manipulate
all the objective events so as to be in line with those specific work related values in a way
acceptable to the employer- i.e. if an individual values quality in work then most part of
his work related efforts would converge into skill development and proficiency. In this
respect any objective event that would help him realize this value would mean career
development to him. Simonsen (1997) signifies the fact that if the employees are
expected to act as the owner of the process while implementing the development
activities within the organization then a high level commitment should be inculcated
among the employees. In order to create commit in true spirit that would contribute to the
organizational success their high level motivation should exist among the employees.
Such a motivation could be instilled among the employees by helping them to align their
own career goals with the direction and needs of the organization.
While reviewing for career planning, Thomson and Mabey have suggested that
“commitment to the process of career management, clear policies and systematic process
that ensure fairness and efficiency, the extent to which the individual has freedom of
choice in promotions and job movement and the resources available to support the career
process should be considered.”(1994: p. 127) According to Holbeche careers have always
remain a major concern for the employees but they have little time to properly manage it
(1999). For this purpose they should know the strategic direction and how their work
would add to the value to the processes. (Simonsen, 1997, p.71). This has been
highlighted by Schein as: