The Organizational Career Management and the Career Behavior
|
|
- Ferdinand Nichols
- 8 years ago
- Views:
Transcription
1 The Organizational Career Management and the Career Behavior Nathalie Abi Saleh Dargham Chargée d enseignement à FGM The purpose of this study is to examine the relation between the organizational career management support and the career self-management behaviors. We ll try in this article to examine the importance of the organizational career management support. We ll discuss how people can choose between the organizational mobility preference and the boundaryless mindset. And finally, we ll show how organizations should deal with different career self-management behaviors. A. THE ORGANIZATIONAL CAREER MANAGEMENT 1. The implications of the organizational Career Management Organizational Career management has been described as a series of formal and less formal activities designed and managed by the organization to influence the career development of one or more employees (Arnold, 1996) and thereby to improve organizational effectiveness. According to Orpen (1994), organizational career management covers the various policies and practices, deliberately established by organizations, to improve the career effectiveness of their employees. A variety of organizational career management practices are described in the literature such as employee workshops, job rotation, job enrichment, career progression ladders and like organizationally planned programs or developmental stage theories. For example, organizations that provide recognition for good performers and an encouraging environment to achieve and to take risk will help contribute to the development of career resilience. Similarly, organizations contribute to career insight by encouraging the individual to set goals and by providing information about career opportunities within the organization. Organizations may also contribute to career identity by providing abundant opportunities for self-development, opportunities for advancement and mentors. When selecting an employee, organizations may use internal job postings extensively, maintain a job-matching database, encourage job rotations and internal management succession and transfer people across departments laterally to increase their value for themselves and for the firm. They may also opt for initiatives like job sharing and only use layoffs as a last resort during conditions of economic uncertainty, as well as give preference to former employees for staffing new positions after a period of downsizing (M.Lazarova and S. Taylor, 2008). 1
2 Organizational career management activities are frequently classified as formal activities versus informal activities (Kraimer et al., 2003; Sturges et al., 2000: Sturges et al., 2002). Formal activities include, for instance, training programs, personal development plans, formal career planning. Informal activities include, for example, mentoring and networking opportunities Organizations should customize their HR practices to accommodate different types of employees. In particular, differences in how organizations manage the careers of core and peripheral employees have been recognized by researchers (Chambel & Castanheira, 2007; Fenwick, 2007). According to many career authors, organizational career management supports the development of employee commitment (Sturges et al., 2002). When organizational career management practices meet employees pre-joining expectations (Sturges et al., 2000), this will enhance commitment and other positive outcomes. Career management help can be seen as one form of perceived organizational support. Perceived organizational support has been positively related to job performance and negatively linked to withdrawal behaviors such as absenteeism and turnover (Rhoades & Eisenberger, 2002). Van Dam (2004) found that people who experience more organizational support have a lower employability orientation. Kraimer et al. (2003) studied the relationship between organizational career management and perceived career support. They defined perceived career support as the employee s belief that the organization cares about his or her career needs and goals. They found that promotional opportunities and informal organizational career management activities - namely informal career discussions with a boss, participation in challenging job assignments and mentoring relationship(s) with senior colleagues are positively related to perceived career support. 2. The psychological contract: a framework for understanding the organizational career management outcomes The psychological contract has been defined as an individual s beliefs, shaped by the organization, regarding terms of an implicit agreement between the individual and the organization (Rousseau, 1995). As such, a psychological contract emerges when the employee believes that a promise has been made and a consideration offered in exchange for it, binding the parties to some set of reciprocal obligations (Rousseau, 1995). Organizational support (Eisenberger et al., 1990), provision of developmental opportunities (Morris et al., 1993), and fairness of treatment (Konovsky & Cropanzo, 1991) are associated with fulfillment of the psychological contract, which in turn is linked to levels of organizational commitment (Robinson & Morrison, 1995). Social exchange theory (e.g., Blau, 1964) suggests that if employees receive support from their employers (in this case in the form of career management help, such as training and career advice), then they will in turn feel obliged to reciprocate (Eisenberger et al., 1990). Reciprocation may take the form of organizational citizenship behaviors (Coyle-Shapiro & Kessler, 2000; Robinson & Morrison, 1995) and job performance (Bunderson, 2001; Johnson & O Leary-Kelly, 2003; Turnley & Feldman, 2000). 2
3 Furthermore, psychological contract breach is strongly associated with individual intention to quit (Robinson & Rousseau, 1994; Robinson, 1996; Tekleab & Taylor, 2003; Turnley & Feldman, 2000) and actual turnover (Robinson & Rousseau, 1994; Robinson, 1996). It has also been linked with negative behaviors at work, such as absenteeism (Johnson & O Leary-Kelly, 2003). In addition, if the psychological contract is not fulfilled by provision of career management help, then individuals will feel that the career deal has not been met and as a consequence may look to further their career elsewhere. (Sturges et al., 2005). As a result, they may be more likely to practice the kind of career management behavior aimed at furthering their career outside the organization (Robinson, Kraatz, & Rousseau, 1994; Turnley & Feldman, 1999). Today with frequent organizational changes, such as downsizing, delayering and redundancy, the promise of job security in return for hard work is questioned. Organizations can no longer offer employees careers for life. As a result, careers seem to boundaryless (Arthur & Rousseau, 1996) with the duty placed on individuals to take responsibility for their management (Arnold, 1997). Consequently, the psychological contract that exists between employer and employee has changed to indicate that there is no longer an automatic promise or an expectation of a career for life (Herriot & Pemberton, 1995). So in this new environment, people must be proactive about managing their careers. They should catch appropriate options and opportunities in order to pursue career goals. However, despite the new environmental challenges, many individuals continue to anticipate receiving some kind of career management help from their employers (Sturges et al., 2000). This suggests that the psychological contract will in part reflect careerrelated promises and expectations, which the employee believes that the employer has implicitly communicated (Cavanaugh & Noe, 1999). 3. The negative outcomes of the organizational career management support Career management programs may sometimes generate negative outcomes for organizations and their employees. - Instituting a career management program does not necessarily increase the number of opportunities for career advancement in an organization and may actually increase competition among program participants. Also, as people's aspirations rise, fewer opportunities are likely to exist that will satisfy them. Unless an organization takes steps to either meet or adjust such aspirations, perceived career success will decline, and employees may seek opportunities elsewhere to justify the effort they have expended. - Organizations may put in place programs that raise aspirations to unrealistic levels. Greater effort in career planning can raise levels of expectations but does not guarantee advancement in an organization. (J.Chew and A.Girardi, 2008). - Individuals may not respond positively to the organizational career management program because they may discover that their career plans do not match opportunities available in their current organization. In the absence of information concerning future reality, individuals tend to rate their prospects with an optimistic bias. Those who perceive a match between personal and organizational goals might experience greater satisfaction, but those who perceive a mismatch might experience increasing dissatisfaction. 3
4 Unless an organization can meet these aspirations for the future, individuals may seek opportunities elsewhere to justify the effort they have expended. Greater certainty about career plans may backfire if individuals discover that their career plans may not match up with available organizational opportunities. This mismatch may lead to lower levels of satisfaction and may ultimately affect commitment and thereby retention. So, when instituting a career management program, managers need to understand how individual planning, organizational career information, and perceived matches between individual and organizational career plans combine to shape and energize employees' career attitudes and behaviors. Ganrose & Portwood (1987) considered that successful career management programs are based on the following assumptions: 1. Individuals involved in career planning will more likely achieve personal aspirations; 2. Clarification of organizational plans and individual opportunities will reduce anxiety and frustration in employees, leading to more positive attitudes toward career progress and organizations. B. THE CAREER SELF-MANAGEMENT BEHAVIORS Career self-management is under the control of the individual and consists of gathering information and plans for career problem solving and decision-making. Career selfmanagement contains the personal efforts made by individuals to advance their own career goals which may or may not coincide with those their organizations have for them (Orpen, 1994). It involves two main behaviors: one relating to continuous improvement in one s current job and the other related to movement; job mobility preparedness. The choice depends on the type of career strategy that they are pursuing (Sturges and al., 2005). 1. The importance of the career self-management in the current environment In such a turbulent environmental context, the concept of career self-management has become important as the essential nature of careers has shifted. As the nature of organizational life is becoming unpredictable or even chaotic as many have argued, self-management of one s career may be the only way to navigate through a turbulent world. Therefore, we can frequently observe that responsibility for career management has shifted to a position where the onus for managing the career rests with the individual who is taking the initiative to set career-related goals and devise appropriate strategies to achieve them. Today, a typical career involves multiple organizations and often dissimilar roles in those organizations. Even employers increasingly expect individuals to take responsibility for managing their own careers. Research revealed that the extent to which people undertake career self-management activities depends on their personality (Guthrie et al., 1998). Crant (2000) introduced the proactive disposition as a construct that identifies differences among people in the extent to which they take action to influence their environments. He assumes a relationship between proactive personality and the active management of one s career. This assumption was confirmed by the study of Seibert, Kraimer & Crant (2001) revealing a strong positive relationship between proactive personality and career initiative. 4
5 2. Types of the career self-management orientation Briscoe et al. (2006) distinguished between two different types of career behaviors: o Organizational mobility preference, or the strength of interest in remaining with a single (or multiple) employer(s); o Boundaryless mindset, or one s general attitude to working across organizational boundaries Organizational mobility preference or internal boundaryless career management Individuals are driven by their own personal definition of success. They may choose to move across internal functional departments or geographical units of one organization. They decide to accumulate career capital (Inkson & Arthur, 2001) within the same organization through choosing projects that allow them to accumulate diverse knowledge, develop extensive professional networks, and maintain high visibility. M.Lazarova and S. Taylor (2008) proposed a framework that distinguishes between attitudes and behaviors. They recognize the difference between the: o Internal psychological boundaryless careers, or the psychological willingness to be mobile within the boundaries of a single organization in search of increasing individual skill and knowledge sets and assignments that provide the best fit to one s current career goals; o Internal enacted boundaryless careers, or the actual movement across internal organizational departments, functions and geographical units Boundaryless mindset Individuals who see the role of organizations as limited to providing them with challenging assignments, professional education, information and other developmental resources (Arthur & Rousseau, 1996; Hall, 2004), decide to cross off one or more boundaries (divisional, organizational, occupational, national, etc.) (Brousseau et al., 1996). Today, careers can no longer be defined within the confines of one company. DeFilippi & Arthur (1996) define boundaryless careers as sequences of job opportunities that go beyond the boundaries of a single employment setting. The new career is also sometimes depicted in terms of a new deal, where the psychological contract that exists between employer and employee has changed to reflect the fact that there is no longer a promise of an expectation of as career for life (Herriot & Pemberton, 1995). Traditionally, within the employment relationship, employees exchanged their loyalty and hard work for the promise of job security. However, in this new environment, changes in 5
6 organizational structure towards more flexible work practices and the decline in job security have altered the psychological contract between employer and employee (Allan, 2002). Today organizations focus on non-core and part-time workers to gain flexibility at lower cost. Current employers emphasize "employability" rather than long-term loyalty in a specific job (Cappelli, 1999; Ko, 2003). The trend these days seems to be geared towards having a career portfolio (a series of job held by an employee) (Handy, 1995; Hays & Kearney, 2001). According to many authors, commitment to one s professional growth (or the adoption of personal career management strategies) has replaced organizational commitment (Bozeman & Perrewe, 2001). Instead of job security, employees now seek job resiliency, opportunities for skill development, and flexibility in order to quickly respond to shifting employer requirements. Employees seem to take greater responsibility for their own professional growth in order to increase their career marketability and welcome the idea of the boundaryless career (Finegan, 2000). According to M.Lazarova and S. Taylor (2008), boundaryless careers encompass six different meanings: 1. They involve movement across the boundaries of several employers; 2. They draw validation and marketability from outside one s present employer; 3. They are sustained by external networks and information; 4. They break traditional organizational assumptions about hierarchy and career advancement; 5. They involve rejecting existing career opportunities for personal or family reasons; 6. They are based on the interpretations of the career actor who may perceive a boundaryless future regardless of structural constraints (Arthur &Rousseau, 1996: 6). In the table below, we can clearly examine the differences between the traditional career and the new career. 6
7 Sullivan and Arthur (2006) suggest that boundaryless careers are characterized by two basic types of mobility, each measured on a continuum: o Physical mobility (the transition across boundaries) o Psychological mobility (receptivity and perceived capacity to cross boundaries). Here also, M.Lazarova and S. Taylor (2008) proposed a framework that distinguishes between attitudes and behaviors. They recognize the difference between the: o External psychological boundaryless careers, or the psychological willingness to make changes and a readiness to move to a different employer in order to increase the returns on one s human capital; o External enacted boundaryless careers, or the actual mobility across different firms. 3. The barriers to career self-management We ll present here below some factors that restrain any kind of voluntary career exploration: 1. Person-centered characteristics (e.g., gender 1, age, specific skills, and traits) (Powell, 2000). a. Individuals who belong to a certain low working class don t have access to opportunities, and consequently they are less likely to have access to the career development field. b. Individuals who lack the confidence, and/or the skills, or they may simply not be aware of various opportunities in their environment are less likely to advance in their career path. c. Career indecision presents another serious barrier to successful career exploration, one that may constantly affect the way in which individuals explore and thus lead to serious maladaptive career outcomes (Kelly & Lee, 2002). d. Women are often subject to biased evaluation and treatment. Working women experience more home-career role conflicts and overload compared to men. Women have traditionally received less on-the-job training and less critical constructive feedback from supervisors (Corcoran and Duncan, 1979). 2. Macroeconomic and social characteristics a. Sometimes the individuals may be hurdled by strong societal norms and tradition (Blustein, 2001a). b. In some regions where the economic conditions are hard, career exploration may only be geared to finding any job at all, rather than allowing options and choices from which to choose the best fit. c. The sociocultural characteristics may also restrain career exploration options. 1 For example, the class ceiling effect for women is evident in some corporate practices and policies (e.g., training, career development, promotion, and compensation), which is often identified as a major barrier preventing women from making it to the top (Oakley, 2000). 7
8 d. Career decisions are strongly influenced by the relationship structure to which individuals belong. Relational influences that are part of individuals' contextual milieu serve not only as sources of social support but also as barriers to healthy career exploration (Blustein, 2001b). For example, parents may actually constrain the choices of individuals and influence their career plans in a way that limits selfdetermination (Blustein, 2001b). 3. The organizational characteristics: The work environments may also restrain career exploration options. 4. The chance: Chance events can be described as "unplanned, accidental or otherwise situational, unpredictable, events or encounters that have an impact on career development and behavior" (Rojewski, 1999). For many individuals, career exploration will be the result of both planning and chance events, as emphasized by the planned happenstance theory (Mitchell et al., 1999). C. The organizational career management support and the career self-management behavior Unfortunately, research topics are not clear on how organizational career management and selfcareer management are connected (Gunz & Jalland, 1996). Many authors have criticized the strict demarcations between individual and organizational careers (Cohen & Mallon, 1999). As we saw above, some individuals construct their careers within organizations and their career development is strongly influenced by existing career management systems (M.Lazarova and S. Taylor, 2008) and some others decide to develop their careers in multiple organizations. Through their HR practices, organizations play an important role in shaping individual careers. Organizational career processes affect career self-processes (and vice versa) (Gunz, 1989; Sturges et al., 2002). The organization influences the individual through sending expectations about appropriate role behavior, defined as the recurring actions of an individual, appropriately interrelated with the repetitive activities of others so as to yield a predictable outcome (Katz & Kahn, 1978: 189). Thus, role expectations sent by the organization ensure fairly predictable patterns of individual behavior. We agree with Sturges et al. (2002) who argue that organizational career management and self career management are not mutually exclusive. According to these authors, careers are best managed by a reciprocal partnership between individuals and organizations that creates a virtuous cycle through which employees are both committed to the organization and ready to manage their own careers in ways that benefit both themselves and their employers. All in all, firms are best advised to approach career management as a negotiated process between individuals and organizations (Schein, 1996). Boundaryless careers should be considered carefully and managed strategically. 8
9 1. The organizational management of internal psychological and enacted boundaryless careers Individuals who choose the internal enacted boundaryless careers, struggle to know influential people, seek continuously career advice, and draw attention to their achievements. They send out a signal that they are committed both to the organization and to success. And in return, they may expect their employer to reciprocate with career management help. Thus internally oriented career self-management behavior is likely to be associated with the experience of organizational career management help. Organizations should create the favorable environment that facilitates the internal psychological boundaryless careers and enhances the internal enacted boundaryless careers. When individuals move around the organization, they are more likely to form new relationships with colleagues across departments. Such new relationships will be a natural outcome of intra-organizational transfers. Organizational structural social capital will be increased as there will be more linkages between employees and the configuration of these linkages will be improved. The increased social cohesiveness resulting from both types of internal boundaryless careers will increase generalized trust and associability, thus enhancing relational social capital. The trust and associability the person must develop in one unit in order to perform his/her job will need to be developed again in the new unit or function, while maintaining at least some links with colleagues from the organizational unit in which he was previously working, leading to an additional increase of relational social capital (Kostova & Roth, 2003). Finally, increased connectivity and/or employee transfers across departments will result in dispersion and reinforcement of similar ideas across the organization. HR practices such as Organizational support, provision of developmental opportunities and fairness of treatment are more likely to enhance the internal enacted and psychological boundaryless. Organizational support revealed in the form of training, compensation and reward can lead to reduced turnover, absenteeism, better quality work, and better financial performance. The big challenge for HR practitioners is to design holistic systems that influence commitment and promote positive work experiences. It s indispensable to put into practice bundles of human resource management practices (Macduffie, 1995; Youndt, Snell, Dean & Lepak, 1996) to enable the internal psychological and enacted boundaryless careers and hence positively influence organizational performance (Huselid, 1995). Selective staffing, competitive and equitable compensation, recognition, and comprehensive training and development activities (career development, challenging opportunities) (Macduffie, 1995; Snell & Dean, 1992; Youndt et al, 1996) will enhance employee retention. 2. The organizational management of external psychological and enacted boundaryless careers 9
10 Raider and Burt (1996) point out that employee departure can have undesirable consequences when employees take away with them exclusionary social capital such as client relations, or if they join or establish an organization operating in direct competition with the organization they left. On a similar note, Griffith and Harvey (2004) comment that organizations often acquire professional networks and expertise by hiring away from competitors but do not pay attention to networks and expertise they lose to competitors. External enacted boundaryless careers may lead to withered and estranged organizational social capital that can thwart the incentives to cooperate and innovate (Tempest et al., 2004: 1524). A widely shared expectation of short-term employment tenure can gradually destroy trust, loyalty and mutual commitment. Organizations through different HR practices (Recruitment systems, Training and Development plans, Performance Management practices and Pay structures), should minimize these undesirable external psychological boundaryless careers and external enacted boundaryless careers. But, sometimes in certain contexts, organizations should promote external psychological or external enacted boundaryless careers (e.g., under conditions of economic instability that require organizations to maintain maximum flexibility). Thus the big issue is to keep encouraging optimal rates of external enacted boundaryless careers to maintain both continuous flow of new ideas and stability that allows for the most efficient transfer of these new ideas. In this case, to relieve the negative impact of employee departures associated with external enacted boundaryless careers, organizations can attempt to manage actively relationships with former employees, similar to the way McKinsey & Co. maintains connections with its alumni, many of whom work for potential clients. Some ideas include sponsoring social events for former employees or mailing company newsletters. Such relationship building efforts may help firms retain the social capital they share with former employees (Somaya, Williamson, & Lorinkova, 2007). Another possibility is maintaining an alliance with client or partner companies in which a firm s departing employees are given preference for new job openings in other alliance firms. So, the external enacted boundaryless may have a positive effect on the organization through increasing inter-firm coordination, if former employees help bridge the networks between two cooperating firms (Raider & Burt, 1996). But this is only useful if the organizations between which employees have transitioned are in the same business or are cooperating (or a realistic potential for cooperation exists). Conclusion The purpose of this study was to examine the relationship between the organizational career management support and the practice of career self-management behaviors. Organizations can contribute to career identity by providing abundant opportunities for selfdevelopment, opportunities for advancement, and mentors. This type of organizational support may enhance the development of employee commitment but it may also generate negative outcomes for organizations and their employees. This is why successful career management programs should involve the individuals in career planning and clarify the organizational plans to individuals to reduce their anxiety and frustration. 10
11 Nowadays, the concept of career self-management has become important as the essential nature of careers has shifted. Some people construct their careers within organizations and their career development is strongly influenced by existing career management systems and some others decide to develop their careers in multiple organizations. Today, a typical career involves multiple organizations and often dissimilar roles in those organizations. Even employers increasingly expect individuals to take responsibility for managing their own careers (Bridges, 1995). However, despite the new environmental challenges, many individuals continue to anticipate receiving some kind of career management help from their employers. Through their HR practices, organizations play an important role in shaping individual careers. Organizational career processes affect career self-processes (and vice versa). The organization influences the individual through sending expectations about appropriate role behavior. The organizational challenge is finding the right balance of internal and external boundaryless careers. References Allan, P. (2002). The contingent workforce: challenges and new directions. American Business Review, 20(12), Arnold, J. (1996). The psychological contract: A concept in need of closer scrutiny? European Journal of Work and Organizational Psychology, 5(4), pp Arnold, J. (1997). Managing careers into the 21st century. London: Paul Chapman. Arthur, M., & Rousseau, D. (1996). The boundaryless career. Oxford: Oxford University Press. Blau, P. (1964). Exchange and power in social life. New York: John Wiley. Blustein, D. L. (2001a). Extending the reach of vocational psychology; Toward an inclusive and integrative psychology of working. Journal of Vocational Behavior, 59, Blustein, D. L. (2001b). The interface of work and relationships: Critical knowledge for 21st century psychology. The Counseling Psychologist, 29, Bozeman, D.B., & Perrewe, P.L. (2001). The effect of item content overlap on Organizational Commitment Questionnaire - Turnover Cognitions Relationships. Journal of Applied Psychology, 86(1), Briscoe, J., Hall, T., & Frautschy DeMuth, R. L. (2006). Protean and boundaryless careers: An empirical exploration. Journal of Vocational Behavior, 69, Brousseau, K. R., Driver, M. J., Eneroth, K.,&Larsson, R. (1996). Career pandemonium: Realigning organizations and individuals. The Academy of Management Executive, 10, Bunderson, S. (2001). How work ideologies shape the psychological contracts of professional employees: doctors responses to perceive breach. Journal of Organizational Behavior, 22,
12 Cappelli, P. (1999). The New Deal at Work: Managing the Market-Driven Workforce. Boston: Harvard Bus. Sch. Press. Cavanaugh, M., & Noe, R. (1999). Antecedents and consequences of relational components of the new psychological contract. Journal of Organizational Behavior, 20, Chambel, M. J., & Castanheira, F. (2007). They don t want to be temporaries: Similarities between temps and core workers. Journal of Organizational Behavior, 28, Chew J. and Girardi A., Is Career Management the panacea to retaining vital staff?, International Journal of Management and Marketing Research, 1, Cohen, L., & Mallon, M. (1999). The transition from organisational employment to portfolio working: Perceptions of boundarylessness. Work, Employment and Society, 13, Coyle-Shapiro, J., & Kessler, I. (2000). Consequences of the psychological contract for the employment relationship: a large-scale survey. Journal of Management Studies, 37(7), Crant, J.M. (2000). Proactive behavior in organizations. Journal of Management, 26 (3), DeFillippi, R., & Arthur, M. (1996). Boundaryless contexts and careers: a competency-based perspective. In M. Arthur & D. Rousseau (Eds.), The boundaryless career: A new employment principle for a new organizational era (pp ). New York: Oxford University Press. Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), Fenwick, T. (2007). Knowledge workers in the in-between: Network identities. Journal of Organizational Change Management, 20, Finegan, J.E. (2000). The impact of person and organizational values on organizational commitment. Journal of Occupational and Organizational Psychology, 73 (2), Gunz, H. P., & Jalland, R. M. (1996). Managerial careers and business strategies. Academy of Management Review, 21, Guthrie, J.P., Coate, C.J., & Schwoerer, C.E. (1998). Career management strategies: the role of personality. Journal of Managerial Psychology, 13 (5/6), Hall, D.T. (2002). Careers in and out of organizations. Thousand Oaks, CA: Sage Publications. Handy, C. (1995). Trust and the virtual organization. Harvard Business Review, 73(3), Hays, S.W., & Kearney, R.C. (2001). Anticipated changes in human resource management: views from the field. Public Administration Review, 61(5), Herriot, P., & Pemberton, C. (1995). New deals: the revolution in managerial careers. Chichester: John Wiley. Herriot, P., & Pemberton, C. (1996). Contracting careers. Human Relations, 49, Herriot, P., & Pemberton, C. (1997). Facilitating new deals. Human Resource Management Journal, 7(1), Inkson, K., & Arthur,M. B. (2001). How to be a successful career capitalist. Organizational Dynamics, 30, Johnson, J., & O Leary-Kelly, A. (2003). The effects of psychological contract breach and organizational cynicism: not all social exchange violations are created equal. Journal of Organizational Behavior, 24, Ko, J.J.R. (2003). Contingent and internal employment systems: substitutes or complements. Journal of Labor Research, 24(3),
13 Konovsky, M., & Cropanzo, R. (1991). Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance. Journal of Applied Psychology, 76, Kraimer, M.L., Seibert, S.E., Wayne, S.J. & Liden, R.C. (2003). Examining employee performance and turnover intentions from a career perspective. Paper presented at the Annual meeting of the Academy of Management, Seattle. Lazarova M. and Taylor S. (2009), Boundaryless careers, social capital and knowledge management: implications for organizational performance, Journal of Organizational Behavior, 30, Mitchell, K. E., Levin, A. S., & Krumboltz, J. D. (1999). Planned happenstance: Constructing unexpected career opportunities. Journal of Counseling & Development, 77, Morris, T., Lydka, H., & Fenton-O Creevy, M. (1993). Can commitment be managed? A longitudinal analysis of employee commitment and human resource policies. Human Resource Management Journal, 3(3), Orpen, C. (1994). The effects of organizational and individual career management on career success. International Journal of Manpower, 15 (1), Powell, G. (2000). Women and men in management. Newbury Park, CA: Sage. Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology, 87(5), Robinson, S. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41, Robinson, S., & Morrison, E. (1995). Psychological contracts and OCB: the effect of unfulfilled obligations on civic virtue behavior. Journal of Organizational Behavior, 16, Robinson, S., & Rousseau, D. (1994). Violating the psychological contract: not the exception but the norm. Journal of Organizational Behavior, 15, Robinson, S., Kraatz, M., & Rousseau, D. (1994). Changing obligations and the psychological contract: a longitudinal study. Academy of Management Journal, 37(1), Rojewski, J. W. (1999). The role of chance in the career development of individuals with learning disabilities. Learning Disability Quarterly, 22, Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Newbury Park, CA: Sage. Seibert, S.E., Kraimer, M.L. & Crant, J.M. (2001). What do pro-active people do? A longitudinal model linking proactive personality and career success. Personnel Psychology, 54, Sturges, J., Guest, D., & Mackenzie Davey, K. (2000). Who s in charge? Graduates attitudes to and experiences of career management and their relationship with organizational commitment. European Journal of Work and Organizational Psychology, 9 (3), Sturges, J., Guest, D., Conway, N., & Mackenzie Davey, K. (2002). A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work. Journal of Organizational Behavior, 23, Sturges, J., Guest, D., Conway, N., & Mackenzie Davey, K. (2002). A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work. Journal of Organizational Behavior, 23, 731- Sullivan, S.E. (1999). The changing nature of careers: a review and research agenda. Journal of Management, 25 (3),
14 Tekleab, A., & Taylor, S. (2003). Aren t there two parties in an employment relationship? Antecedents and consequences of organization-employee agreement on contract obligations and violations. Journal of Organizational Behavior, 24, Turnley, W., & Feldman, D. (1999). The impact of psychological contract violations on exit, voice, loyalty and neglect. Human Relations, 52(7), Turnley, W., & Feldman, D. (2000). Re-examining the effects of psychological contract violations: unmet expectations and job dissatisfaction as mediators. Journal of Organizational Behavior, 21, Van Dam, K. (2004). Antecedents and consequences of employability orientation. European Journal of Work and Organizational Psychology, 13 (1),
Individual Development Planning (IDP)
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
More informationWhat is the psychological contract and does it matter?
What is the psychological contract and does it matter? Neil Conway Birkbeck University of London 1 Contents 1. Importance of the psychological contract 2. Defining the PC 3. History of the term 4. Strengths
More informationInnovative HR Practices and its outcome in organizational commitment of I.T Professionals - A study
Innovative HR Practices and its outcome in organizational commitment of I.T Professionals - A study Anubhuti Shinde Bauskar* ISSN 2348-8891 Abstract Innovative HR practices were proposed by (Arnett and
More informationTalent Management: A Critical Review
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela
More informationABSTRACT. Anneleen Forrier, Luc Sels & Marijke Verbruggen
Career Counseling in the New Career Era: A Study about the Influence of Career Types, Career Satisfaction and Career Management on the Need for Career Counseling Anneleen Forrier, Luc Sels & Marijke Verbruggen
More informationI really still care about my teaching : The impact of breaches of the psychological contract upon academic staff within an Australian university
Page 1 of 9 ANZMAC 2010 I really still care about my teaching : The impact of breaches of the psychological contract upon academic staff within an Australian university Branka Krivokapic-Skoko, Charles
More informationThe psychological contract
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm?wa_src=email&wa_pub=cipd&wa_crt=feature3_main_none&wa_cm p=cipdupdate_160610 The psychological contract Employee relations Revised May 2010
More informationRevised Human Resources Strategy
Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One
More informationThe Psychological Contract
The Psychological Contract Are unmet expectations harming your employee relationships? Rosie Curwen Many perhaps overlook the exchange agreement between employee and employer but it is a crucial relationship
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationDeveloping as a trainee educational psychologist: establishing the psychological contract)
Developing as a trainee educational psychologist: establishing the psychological contract) Dr Mark Fox University of East London Abstract here are two significant components of the three-year T full-time
More informationSTANDARDS FOR SOCIAL WORK PRACTICE WITH GROUPS. Second Edition
STANDARDS FOR SOCIAL WORK PRACTICE WITH GROUPS Second Edition ASSOCIATION FOR THE ADVANCEMENT OF SOCIAL WORK WITH GROUPS, INC. An International Professional Organization (AASWG, Inc.) First edition Adopted
More informationHOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES
HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES Beverly Kaye and Sharon Jordan-Evans Abstract: Keeping high-performing employees has become a top priority for today s organizations. A two-year study by the authors
More informationPERSPECTIVES ON PRACTICE. Creating a Career Culture: Connection and Collaboration
New Horizons in Adult Education and Human Resource Development 63 Volume 22, Number 2, Spring 2008 PERSPECTIVES ON PRACTICE Creating a Career Culture: Connection and Collaboration Kimberly S. McDonald
More informationWhy Some People Attend All the Time and Others Don t. Gary Connor Coventry University
Why Some People Attend All the Time and Others Don t Gary Connor Coventry University Introduction This paper was originally intended to be a representation of 12 months of my PhD research on the link between
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT
114 Management and Economics ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT Jaroslav NEKORANEC Jaroslav.Nekoranec@aos.sk Lenka NAGYOVÁ lenka.nagyova@mil.sk
More informationChapter 11: ORGANIZATIONAL STRUCTURES: CONCEPTS AND F0RMATS
Montana, P. and Charnov, B. Management: A Streamlined Course for Students and Business People. (Hauppauge, New York: Barron s Business Review Series, 1993), pp. 155-169. Chapter 11: ORGANIZATIONAL STRUCTURES:
More informationEXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)
EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen
More informationD 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
More informationComponent Wise Comparison of the Degree of Organizational Commitment.
Component Wise Comparison of the Degree of Organizational Commitment. MOHAMMAD TUFAIL Lecturer, AWKUM, Buner Campus. Email: tuphail@yahoo.com NAVEED FAROOQ Assistant Professor, AWKUM, Pabbi Campus Abstract
More informationLifestreams Christian Church (LCC) Child Care Centre. Educator/Staff Performance Management Policy
Lifestreams Christian Church (LCC) Child Care Centre Educator/Staff Performance Management Policy Policy Number: /2013 Rationale and Policy Considerations The education and care service understands that
More informationGurhan Uysal. Ondokuz Mayıs University, Samsun, Turkey
Journal of US-China Public Administration, ISSN 1548-6591 July 2013, Vol. 10, No. 7, 720-726 D DAVID PUBLISHING Dimensions of American SHRM: Human Capital, HR Systems and Firm Performance Gurhan Uysal
More informationThe Development of Career Management in the Knowledge-based Economy Era
The Development of Career Management in the Knowledge-based Economy Era YU Jianli, Qu Bo School of Management,Dalian University of technology, P.R.China, 116024 Abstract With the development of the knowledge-based
More informationLeadership Development Handbook
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
More informationMaster of Arts (Industrial and Organizational Psychology) M.A. (Industrial and Organizational Psychology)
Master of Arts (Industrial and Organizational Psychology) M.A. (Industrial and Organizational Psychology) Objectives The program aims to enable graduate students to analyze, to carry on the research projects,
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationSupporting Women in Leadership
June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from
More informationMcCombs Career Webinar. Thursday, April 18, 2013
McCombs Career Webinar Thursday, April 18, 2013 Personal Career Management & Development Strategies Presented by Amber Travis-Ballinas, MBA Career Coach & Image Consultant Career Creators The Career Design
More informationSuite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
More informationCIPD Employee engagement
CIPD Employee engagement See www.cipd.co.uk for further details January 2007 This factsheet gives introductory guidance. It: considers what is meant by employee engagement and why organisations are interested
More informationIndustrial and organisational psychology
Chapter Industrial and organisational psychology Michael P O'Driscoll and Paul J Taylor Psychology Department University of Waikato New Zealand Introduction Industrial and organisational (I/0) psychology
More informationPeople Strategy in Action
People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation
More informationCareer development in employing organisations: practices and challenges from a UK perspective
Career development in employing organisations: practices and challenges from a UK perspective This paper is based on an input to the Guidance for Workforce Development Conference, held by CEDEFOP in Thessaloniki,
More informationRunning Head: HUMAN RESOURCE PRACTICES AND ENTERPRISE PERFORMANCE. Pakistan. Muzaffar Asad. Syed Hussain Haider. Muhammad Bilal Akhtar
Running Head: HUMAN RESOURCE PRACTICES AND ENTERPRISE PERFORMANCE Human Resource Practices and Enterprise Performance in Small and Medium Enterprises of Pakistan Muzaffar Asad Syed Hussain Haider Muhammad
More informationQCF Syllabus. Organisational Behaviour. Unit Reference Number H/502/4794 Guided Learning Hours 160 Level 5 Number of Credits 18
QCF Syllabus Organisational Behaviour Unit Title Organisational Behaviour Unit Reference Number H/502/4794 Guided Learning Hours 160 Level 5 Number of Credits 18 Unit purpose and aim(s): This unit aims
More informationCenter for Effective Organizations
Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern
More informationNUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational
More informationDEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
More informationA guide to strategic human resource planning
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
More informationTHE MASTER OF ARTS PROGRAM IN INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY GRADUATE SCHOOL OF ARTS AND SCIENCE NEW YORK UNIVERSITY
THE MASTER OF ARTS PROGRAM IN INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY GRADUATE SCHOOL OF ARTS AND SCIENCE NEW YORK UNIVERSITY Information Booklet for Applicants Director: Barry H. Cohen, Ph.D Telephone: 212-998-7815
More informationRecruit the Right Talent To Increase Sales Effectiveness. ManpowerGroup Solutions Recruitment Process Outsourcing
Recruit the Right Talent To Increase Sales Effectiveness ManpowerGroup Solutions Recruitment Process Outsourcing Executive Summary The most successful sales professionals are often promoted to leadership
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationTalent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations
More informationUmbrella for Research into Human Resource Development (HRD)
Human Resource Development International, Vol. 10, No. 1, 99 106, March 2007 Umbrella for Research into Human Resource Development (HRD) LIDEWEY E. C. VAN DER SLUIS Vrije Universiteit What may be the future
More informationACM Courses. Management and Organization Department. Ramon V. del Rosario College of Business. De La Salle University.
ACM Courses Management and Organization Department Ramon V. del Rosario College of Business De La Salle University 2011 ACM-P003-4 Page 0 1.0 COURSE OVERVIEW 1.1 Human Resources Management. The heart of
More information360 Degrees Performance Appraisal
360 Degrees Performance Appraisal Mrs. Neeshu Lecturer Government College, Gurgaon (HR) ABSTRACT: 360 Degree Performance Appraisal is an Industrial Psychology in Human Resource Management. It is also known
More informationTalent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Deloitte Consulting s September 2012 Talent 2020: Surveying the talent paradox from the employee
More informationFuture-proofing employee engagement 5 areas of focus for 2015
Future-proofing employee engagement 5 areas of focus for 2015 Employer Branding Experience 5 th November 2014 1 By way of introduction Thanks for having me Employee engagement is for life 4 An important
More informationThe Success Profile for Shared Services and Centres of Expertise
1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take
More informationWinning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
More informationJOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300.
JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Adviser - HR Operations Section G Reports To: Head of HR Operations General Information The Commonwealth Secretariat is the principal intergovernmental
More informationExecutive Leadership for Successful Schools
Program Contact: Susan Korach Email: susan.korach@du.edu Morgridge Office of Admissions: mce@du.edu http://www.du.edu/education Executive Leadership for Successful Schools at DPS A Partnership between
More informationEmployee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
More informationIN THE CHANGING WORLD OF HUMAN RESOURCES: MATCHING MEASURES TO MISSION
IN THE CHANGING WORLD OF HUMAN RESOURCES: MATCHING MEASURES TO MISSION Richard E. Wintermantel and Karen L. Mattimore Human resource professionals continuously search for methods to demonstrate the impact
More informationBaldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership
Baldrige Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within
More informationJULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN
DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to
More informationTHE CORPORATION OF THE CITY OF WINDSOR POLICY
THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development
More informationPromotion, Transfer and Termination attachment one Developing and Implementing Succession Plans
Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Contents WGEA Tool: Developing Succession Plans 3 Introduction 3 Developing and Implementing Succession Plans
More informationExecutive Summary and Recommendations
Executive Summary and Recommendations To download a free copy of the complete report, go to www.aauw.org/learn/research/whysofew.cfm. Executive Summary Women have made tremendous progress in education
More informationLearning & Development Strategic Plan
Learning & Development Strategic Plan 2006 Preamble The Business Model Review of the Department of Corrective Services in 2004 identified that: Continuous workforce improvement through structured initial
More informationHANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF
HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section
More informationSUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL
SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment
More informationUndergraduate Psychology Major Learning Goals and Outcomes i
Undergraduate Psychology Major Learning Goals and Outcomes i Goal 1: Knowledge Base of Psychology Demonstrate familiarity with the major concepts, theoretical perspectives, empirical findings, and historical
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationWhy organisations are interested in employee engagement
Page 1 of 6 Homepage > HR Resources > Factsheets > Employee engagement Employee engagement Revised July 2012 In this factsheet What is employee engagement? Why organisations are interested in employee
More informationHuman Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
More informationTHE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA
THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA Dobre Ovidiu-Iliuta The Bucharest University of Economic Studies (Institute of Doctoral
More informationA Qualitative Investigation of the Human Resource Management Practices in Small Businesses
Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 4-1-2004 A Qualitative Investigation of the Human Resource Management Practices
More informationPERFORMANCE APPRAISAL CYNICISM: SUBORDINATE & MANAGER PERSPECTIVES
PERFORMANCE APPRAISAL CYNICISM: SUBORDINATE & MANAGER PERSPECTIVES Michelle Brown (University of Melbourne) Maria Kraimer (The University of Iowa) Virginia Bratton (Montana State University) Growth in
More informationCareer Orientations The perspectives of a CFO. master class. Multi-Generational Talent Management
Career Orientations The perspectives of a CFO Multi-Generational Talent Management master class by Michael O Callaghan and Chris Campbell By Paul Terry, Sean Gyll, and C. Brooklyn Derr As organizations
More informationGUIDELINES FOR PROGRAM REVIEW AND ACADEMIC PLANNING
Page 1 of 8 LOYOLA UNIVERSITY COLLEGE OF ARTS AND SCIENCES` IN-DEPTH PROGRAM REVIEWS The process of evaluation is an important ingredient of any successful academic program. Periodic evaluations provide
More informationThe lack of depth of women leaders in U.S. healthcare organizations continues to
C A R E E R S Leveraging Women s Leadership Talent in Healthcare Martha C. Hauser, managing director and Southern Region healthcare practice leader, Diversified Search, Atlanta, Georgia The lack of depth
More informationHuman capital is typically the first or second
Assessing Rewards Effectiveness: A Survey of Rewards, HR and Line Executives Human capital is typically the first or second largest financial expenditure most organizations make, and senior executives
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationProfessional Staff Career Development at UTAS
Professional Staff Career Development at UTAS Guidance & Resources to Help You Actively Manage Your Career Human Resources Career.Development@utas.edu.au Professional Staff Career Development @ UTAS Continuous
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationBecoming a Career Counselor Checklist (adapted from NCDA s Professional Statements, http://www.ncda.org)
Becoming a Career Counselor Checklist (adapted from NCDA s Professional Statements, http://www.ncda.org) Competency I want to help others learn about themselves, their options, and how to help them make
More informationWhat s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources
What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources
More informationDoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change
DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,
More informationThe Wisconsin Comprehensive School Counseling Model Student Content Standards. Student Content Standards
The Wisconsin Comprehensive School Counseling Model Student Content Standards The Wisconsin Comprehensive School Counseling Model builds the content of developmental school counseling programs around nine
More informationAssessing Employee Satisfaction at the Zimbabwe Open University
Assessing Employee Satisfaction at the Zimbabwe Open University Daniel Ndudzo Zimbabwe Open University, Harare, Zimbabwe ABSTRACT This study assesses employee satisfaction at the Zimbabwe Open University.
More informationTalent as a Top Priority and Challenge
Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,
More informationWould I Follow Me? An Introduction to Management Leadership in the Workplace
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
More informationACHIEVING EMPLOYEE SATISFACTION BY PURSUING SUSTAINABLE PRACTICES
ACHIEVING EMPLOYEE SATISFACTION BY PURSUING SUSTAINABLE PRACTICES DUMITRESCU Luigi Lucian Blaga University of Sibiu, Romania STANCIU Oana Lucian Blaga University of Sibiu, Romania ȚICHINDELEAN Mihai Lucian
More informationThe Effects of Commitment-Based Human Resource Management on Organizational Citizenship Behaviors: The Mediating Role of the Psychological Contract
World Journal of Management Vol.2, No.1 March2010, Pp.130-147 The Effects of Commitment-Based Human Resource Management on Organizational Citizenship Behaviors: The Mediating Role of the Psychological
More informationPursuing Magnet Designation
WHITE PAPER Pursuing Magnet Designation Nursing Excellence Retains Nurses and Communicates Quality to Patients As an aging population and an aggressive rise in chronic diseases create an increasing demand
More informationUNLEASH POTENTIAL THROUGH EFFECTIVE SERVICE QUALITY DETERMINANTS
UNLEASH POTENTIAL THROUGH EFFECTIVE SERVICE QUALITY DETERMINANTS Viruli de Silva ABSTRACT This article is based on a recent research conducted in the Sri Lankan banking sector and it discusses how the
More informationManagerial Competencies (if any) (see attached Annex)
RECRUITMENT PROFILE Profile: Human Resources Major Duties and Responsibilities 1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationJust Ask: Strategies for Engaging and Retaining Help Desk Professionals
Just Ask: Strategies for Engaging and Retaining Help Desk Professionals by Beverly Kaye and Sharon Jordan-Evans Help Desk leaders want their talent to stay. And not just stay, but be satisfied, engaged,
More informationMEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER
MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee
More informationAgenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
More informationRole of Talent Management on Organızatıon Performance in Companıes Lısted in Naıbobı Securıty Exchange in Kenya: Lıterature Revıew
International Journal of Humanities and Social Science Vol. 3 No. 21 [Special Issue December 2013] Role of Talent Management on Organızatıon Performance in Companıes Lısted in Naıbobı Securıty Exchange
More informationGuide to Effective Staff Performance Evaluations
Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership
More informationSchool of Rehabilitation Therapy Occupational Therapy Program Physical Therapy Program
Professional Behaviour Policy 1.0 Introduction School of Rehabilitation Therapy Occupational Therapy Program Physical Therapy Program The purpose of this document is to provide occupational therapy and
More informationHERO Industry Research Review
HERO Industry Research Review Perceived workplace health support is an important element in better understanding the relationship between health and productivity. Study Title: Perceived Workplace Health
More informationPre-assignment - MG 622, Organizational Behavior and Development - Summer 2015
Pre-assignment - MG 622, Organizational Behavior and Development - Summer 2015 Before our first class on June 22, 2015 please complete the following three assignments: 1. Read Chapter 1 & 2 from the text:
More informationEngagement and Culture: Engaging Talent in Turbulent Times
Point of View Engagement and Culture: Engaging Talent in Turbulent Times When businesses confront an external environment characterized by challenge and confusion, why should they be interested in human
More informationFrom Capability To Profitability Talent management a priority for the C-Suite. London, 3 rd November 2015
From Capability To Profitability Talent management a priority for the C-Suite London, 3 rd November 2015 Contents 1 The challenge of talent management 2 Select Top-of-the-Agenda talent trends 3 Example:
More information