Issuesin Career Development
Thereare several issues that need considerations when coming up or evenchanging a career development programs in any organization (Patton& Creed, 2001).These issues include career motivation, career development for thenonexempt workers, career plateauing and career development withoutimprovement. The issues above are going to be addressed in this paperand how they can be useful in developing careers.
Formulatingcareer motivation is a critical career controlling goal in anyorganization, and it affects the way individuals decide on the careerpaths they want to indulge in. How people view the careers theychoose, it also determines how long people stay in the jobs and howhard the people work in the career they chose. Career motivation isalso seen as a set of features that are groupable into three facesi.e. career flexibility, career vision, and career distinctiveness.These faces determine the level of career motivation a person can be.For instance, a person that is having high career motivation caneasily continue to pursue the goals of an organization no matter theamount obstacles they face, and this explains career resilience.
Careerplateau describes the point in career development where there arevery minimal. And it o seems to be giving the employees a lot ofstress, frustration, failure and to some extent guilt. It accompaniesa reduction in the number of management posts in that time will comein the organization when no higher positions are available for theperforming employees. The progress of career reaches a point where itcannot improve further, and the best it can do is to maintain astable position (Cummings,& Worley, 2014).The effect of career plateauing can be both positive and negativedepending on the causes of the plateauing. For instance, Fieldman &Weitz explains that if the workers are under plateau due to lack ofskills and abilities to progress, they will automatically show areduction in performance and to worse cases job attitudes. But thenif the employees get plateaued if the company need less regardinggrowth, the employees will improve, and they will develop positivejob attitudes.
Accordingto Georgia expresses concern that plateau is just a dichotomy thatignores awareness of the employees that they become plateaued as theycontinue to work in an organization. And that what makes thedefinition of career plateau complex is the perception that theemployees have in the fact that they are experiencing the jobplateauing as this determines the feeling and reaction the employeewill have when performing tasks in the organization.
CareerDevelopment for Nonexempt Employees
Mostof the career development articles focus more on developing the whitecollar jobs than the blue collar and nonexempt employees i.e.technicians, clerical and support staffs in the organization. Theselowly ranked employees play critical roles in ensuring the success ofthe organization thus the human resource management should considerdeveloping such careers with the aimed of addressing the better useof such low ranked posts in the organization (Patton& Creed, 2001).Programs should be designed that recognize and encourage nonexemptemployees to indulge in new ideas in their career advancement, andthis should get support from the management (Noe,2010).Such programs can include Lockheed Marine’s program that allows allthe employees to participate, and it supports lifelong educationpractices, Corning’s program advocates for career exploration andplanning software, information books that explain the careerpossibilities that are available in an institution, videos and careercounseling that is under supervisory.
Itis also called career development minus advancement. Manyinstitutions are fond of downsizing their employees and reducing thenumber of management posts in order best handle rapid competition anddynamic business conditions. But then, even with reduced number ofemployees, institutions must still engage in career development actssince there is a need to devise business strategies and adopt newtechnologies (Burke& Noumair, 2015).Such makes the organization continue with offering career developmentprograms even though they don’t come up with higher posts butinstead focus on enriching the employees as they continue in thecurrent expertise.
Burke,W. W., & Noumair, D. A. (2015). Organizationdevelopment: A process of learning and changing.FT Press.
Cummings,T., & Worley, C. (2014). Organizationdevelopment and change.Cengage learning.
Noe,R. A. (2010). Employeetraining and development.McGraw-Hill/Irwin.
Patton,W. & Creed, P. (2001). Developmental Issues in Career Maturityand Career Decision Status. TheCareer Development Quarterly,49(4),336-351. http://dx.doi.org/10.1002/j.2161-0045.2001.tb00961.x