Traditional Career Management Model-Free-Samples for Students

Question: Discuss about the Traditional Career Management Model. Answer: There are several issues and challenges that human resource managers face in the today world. These issues may comprise technological changes, diversification, legislations affecting the workplace and many others. This paper seeks to explore the issues concerning career development using traditional career management model. Career management is a continuous process that occurs throughout the career of an individual. Its the process through which employees become aware of their strengths, weaknesses, values, identify career goals and come up with an action plan to achieve those goals. The model shows the process workers progress in stages and each stage is characterized by different tasks, roles, activities. There are four stages of career management. They include; self-assessment, reality check, goal setting and action planning. (Greenhaus, 2009) The first stage is self-assessment whereby employees try to use the information available to identify their career interests, behavior, tendencies, and aptitude. This is often a psychological test. Reality check is the second stage where employees receive information about how the company evaluates their knowledge and skills and where they have a proper fit with the company's plans. Goal setting is the next stage which involves the process of employees coming up with long term and short term objectives to be achieved in their careers. The action plan is the last stage. Employees determine the strategies that can help them meet the objectives set. The plan ought to be clear, complete and current and should be subject to the changing trends in the organization (Chang 2002, p. 10) References Bach, S. and Bordogna, L., 2011. Varieties of new public management or alternative models? The reform of public service employment relations in industrialized democracies.The International Journal of Human Resource Management,22(11), pp.2281-2294. Bjgvinsson, E., Ehn, P. and Hillgren, P.A., 2012. Design things and design thinking: Contemporary participatory design challenges.Design Issues,28(3), pp.101-116. Bridgstock, R., 2009. The graduate attributes weve overlooked: Enhancing graduate employability through career management skills.Higher Education Research Development,28(1), pp.31-44. Chang Boon Lee, P., 2002.Career management strategy among information technology professionals. Career Development international, 7(1), pp.6-13 Colakoglu, S.N., 2011. The impact of career boundarylessness on subjective career success: The role of career competencies, career autonomy, and career insecurity.Journal of Vocational Behavior,79(1), pp.47-59. Collings, D.G. and Mellahi, K., 2009. Strategic talent management: A review and research agenda.Human resource management review,19(4), pp.304-313. De Vos, A. and Dries, N., 2013. Applying a talent management lens to career management: The role of human capital composition and continuity.The International Journal of Human Resource Management,24(9), pp.1816-1831. De Vos, A. and Soens, N., 2008. Protean attitude and career success: The mediating role of self-management.Journal of Vocational behavior,73(3), pp.449-456. Farndale, E., Scullion, H. and Sparrow, P., 2010. The role of the corporate HR function in global talent management.Journal of world business,45(2), pp.161-168. Gruman, J.A. and Saks, A.M., 2011. Performance management and employee engagement.Human Resource Management Review,21(2), pp.123-136. Katou, A.A. and Budhwar, P.S., 2007. The effect of human resource management policies on organizational performance in Greek manufacturing firms.Thunderbird international business review,49(1), pp.1-35. Lent, R.W. and Brown, S.D., 2013. Social cognitive model of career self-management: Toward a unifying view of adaptive career behavior across the life span.Journal of counseling psychology,60(4), p.557. Lent, R.W., 2013. Career?life preparedness: Revisiting career planning and adjustment in the new workplace.The Career Development Quarterly,61(1), pp.2-14. O'leary, M.B., Mortensen, M. and Woolley, A.W., 2011. Multiple team membership: A theoretical model of its effects on productivity and learning for individuals and teams.Academy of Management Review,36(3), pp.461-478. Weng, Q., McElroy, J.C., Morrow, P.C. and Liu, R., 2010. The relationship between career growth and organizational commitment.Journal of Vocational Behavior,77(3), pp.391-400.