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Human Resource Management

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Human Resource Management 2

Human Resource Management:

Career Development

With the rules of managing people always changing, organizations must be able

to adapt to change. With the ever changing labor market there is career development. At

some point throughout one’s career there will be some type of development. In career

development programs there are three aspects. Also within career development there is

diversity management and personal career development.

The first aspect of career developemnet programs is “the goal” matching

individual and organizational needs. “In the final analysis a career development program

should be viewed as a dynamic process that matches the needs of the organization with

the needs of employees” (Bohlander and Snell, 2004, p. 289). On an individual level

once a career has-been identified that fits the interest of the individual, research must be

started (Locke). The role of the employee is to manage their own. In doing so an employee has to

recognize their capabilities and strength. Knowing one’s self has been recognized as one

key construction of career self realization (Guichard). It is up to the employee in

further developing their career. Although an employee’s progress is ultimately his or her

responsibility. A manager can encourage the employee, and offer continuing assistance in

the form of feedback on the individual. In order for an employee to develop a career

plan, the organization has to insure information about its mission, policies, and plans are

given to the employee. If an employee fails to know the organization’s mission, he or she

is very unlikely to progress. Due to this many organizations issue mission statements.

Also in the aspect of the goal organizational programs has a role. “If career

development is to succeed it must receive the complete support of top management (Snell

Human Resource Management 3

2004, p.290). In this managers work together in making a career developing system. The

system that managers come up with should reflect the goals and culture of the

organization. With an organization, expectations should be set an clear to understand.

Managers of an organization also become mentors. “one of the most important indicators

of management support comes in the form of mentoring” ( Bohlander and Snell, 2004,


Along with the individual role and the organizational role, there is blending of the

two. “Before individuals can engage in meaningful career planning, not only must they

have a good awareness of the organization’s philosophy, but they also have

understanding of the organization’s more immediate goals. Failure to do so can cause

problems in an individual advancing. It is impossible for an individual to have career

goals and know exactly where they are going. “The first goal of HRM is to attract

individuals who show signs of becoming, valued productive, and satisfied employees”

(Daft and Marcic, 2004, p. 315).

Another aspect of career development programs is identifying career

opportunities and requirements. In identifying career opportunity and requirements

there are five things an employee may encounter. One such thing an employee may

encounter is a competency analysis. A competency analysis is an individual’s assessment

on job skills and knowledge. Some competencies that may be evaluated for a job are

know-how, problem solving, and accountability. Know- how can be broken down into

three subcategories which are technical, managerial, and human relations. There are also

subcategories for problem solving and accountability. Each category is given a certain

score. The totaling of all the categories is the overall evaluation of a competency

Human Resource Management 4


An employee may also encounter job progression. In most organizations there is

room for job progression. Job progression is a higher range of jobs that an employee can

experience. As an employee begins to progress, he or she will then develop a career path.

A career path is a map of positions to advance to. An employee also must realize the

possibilities that are available. Such possibilities include transfers, demotions, exits, and




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