Organizational Interventions Influencing Employee Career Development Preferred by Different Career

Topics: Employment, Personal development, Wiley-Blackwell Pages: 22 (6624 words) Published: March 24, 2013
Blackwell Publishing Ltd.Oxford, UK and Malden, USAIJTDInternational Journal of Training and Development1360-3736Blackwell Publishing Ltd. 2005March 2005 14761ArticlesOrganizational Interventions 9

International Journal of Training and Development 9:1 ISSN 1360-3736

Organizational interventions influencing employee career development preferred by different career success orientations Namhee Kim
This study explores what Korean employees prefer as organizational interventions that influence their career development, according to their personal interpretation of career success. A quantitative sample survey was designed from a Korean wireless communications company using a survey instrument. The findings of this study contributed to the validation of theoretical discussions on the association of individuals and organizational career development interventions, implying that organizations need to design their career mobility systems or performance incentive systems in accordance with employees’ career orientations.

Market changes often necessitate substantial transformation in organizations via reorganizing, restructuring or downsizing (Gutteridge et al., 1993). The characteristics of employees have changed as well. One of the biggest issues facing organizations is the increasing diversity of the modern workforce. Determining how to manage and develop today’s workforce effectively from the perspective of career development has become a critical issue at the organizational level. Companies must find ways to match organizational goals and needs with those of individuals, but employees’ internal orientations are often left largely uninvestigated

r Research Fellow, Korean Women’s Development Institute, 1-363 Bulkwang-dong, Eunpyong-gu, Seoul 122-707, Korea. Email: © Blackwell Publishing Ltd. 2005, 9600 Garsington Road, Oxford OX4 2DQ, UK and 350 Main St., Malden, MA 02148, USA.

Organizational Interventions 47

in the design and implementation of organizational interventions. This study explores Korean employees’ perspectives on organizational interventions that influence their career development, according to personal definitions of career success. Answers to this research question will help organizations design and implement more effective employee career development policies and activities.

Theories of career orientation
Traditional career theories defined success in terms of extrinsic or objective factors with visible metrics, such as salary, promotions or status (e.g. Gattiker & Larwood, 1989; Jaskolka et al., 1985). Therefore, hierarchical advancement, larger income and increasing recognition and respect from others typically indicated success at work. On the other hand, some researchers have investigated careers from an internal, subjective perspective. Schein examined individuals’ subjective ideas about work life and their roles within it (van Maanen & Schein, 1977). He identified the concept of a ‘career anchor’, which is an occupational self-concept or self-knowledge that ‘serves to guide, constrain, stabilize and integrate the person’s career’ (Schein, 1978: 127). Schein (1978) identified five types of career anchors: managerial competence, autonomy, security, technical/functional competence, and entrepreneurial creativity. Later, three more types were added: service/dedication to a cause, pure challenge, and life style. Delong (1982) proposed replacing the term ‘career anchor’ with ‘career orientation’, meaning the capacity to select certain features of an occupation for investment according to one’s motives, interests and competencies. He identified three new types of career orientation (identity, service, and variety), in addition to Schein’s (1978) five original career anchors. Driver (1979, 1980, 1982) studied business executives and staff specialists in a variety of companies, identifying four ‘career concepts’ (transitory, steady-state, linear, and spiral) from self-perceptions...

References: Arthur, M. B. and Rousseau, D. M. (eds) (1996), The boundaryless career: A new employment principle for a new organizational era. NY: Oxford University Press. Aryee, S., Chay, Y. W. and Tan, H. H. (1994), An examination of the antecedents of subjective career success among a managerial sample in Singapore. Human Relations, 47, 5, 487– 509.
© Blackwell Publishing Ltd. 2005.
Organizational Interventions 59
Bae, K. and Chung, C. (1997), Cultural values and work attitudes of Korean industrial workers in comparison with those of the United States and Japan. Work and Occupations, 24, 1, 80–96. Baruch, Y. (2004), Managing careers: Theory and practice. Harlow, UK: Prentice-Hall. Choi, Y. S. (1994), A study on the career development program. Unpublished master’s thesis, Yonsei University, Seoul, Korea. Counsell, D. and Popova, J. (2000), Career perceptions and strategies in the new market-oriented Bulgaria: an exploratory study. Career Development International, 5, 7, 360–8. Delong, T. J. (1982), Reexamining the career anchor model. Personnel, 59, 3, 50–61. Derr, C. B. (1986), Managing the new careerists. San Francisco, CA: Jossey-Bass. Derr, C. B. and Laurent, A. (1989), The internal and external career: a theoretical and crosscultural perspective. In M. B. Arthur, D. T. Hall and B. S. Lawrence (eds), Handbook of career theory (pp. 454–71). NY: Cambridge University Press. Driver, M. J. (1979), Career concepts and career management in organizations. In C. L. Cooper (ed.), Behavioral problems in organizations (pp. 79–139). Englewood Cliffs, NJ: Prentice-Hall. Driver, M. J. (1980), Career concepts and organizational change. In C. B. Derr (ed.), Work, family and the career: new frontiers in theory and research (pp. 5–17). NY: Praeger. Driver, M. J. (1982), Career concepts: A new approach to research. In R. Katz (ed.), Career issues in human resource management (pp. 23–32). Englewood Cliffs, NJ: Prentice-Hall. Gattiker, U. E. and Larwood, L. (1989), Career success, mobility and extrinsic satisfaction of corporate managers. The Social Science Journal, 26, 1, 75–92. Greenhaus, J. H., Callanan, G. A. and Godshalh, V. M. (2000), Career management (3rd edn). Orlando, FL: Dryden Press. Gutteridge, T. G., Leibowitz, Z. B. and Shore, J. E. (1993), Organizational career development: Benchmarks for building a world-class workforce. San Francisco, CA: Jossey-Bass. Hall, D. T. (1976), Careers in organizations. Glenview, IL: Scott, Foresman. Hall, D. T. (2002), Careers in and out of organizations. Thousand Oaks, CA: Sage. Hall, D. T. and Associates (eds) (1996), The career is dead – long live the career: a relational approach to careers. San Francisco: Jossey-Bass. Hofstede, G. (1980), Culture’s consequences. Beverly Hills, CA: Sage. Igbaria, M., Greenhaus, J. H. and Parasuraman, S. (1991), Career orientations of MIS employees: an empirical analysis. MIS Quarterly, June, 151–69. Iles, P. (1999), Managing staff selection and assessment. Buckingham: Open University. Jaskolka, G., Beyer, J. and Trice, H. (1985), Measuring and predicting managerial success. Journal of Vocational Behavior, 26, 189–205. Jung, I. L. (1991), The study on the career development program. Unpublished master’s thesis, Hoseo University, Kwangjoo, Korea. Kim, H. (2000), Kyunreok kebalui ilonkwa silje [Theory and practice for career development in Korea]. Seoul, Korea: Tasan. Kim, J. S. M. (1992), A study of career development and success factors of expatriates in Korea. Unpublished master’s thesis, Yonsei University, Seoul, Korea. Kim, S. Y. (1995), Career anchor and organizational effectiveness. Unpublished master’s thesis, Dongguk University, Seoul, Korea. Koch, M., Nam, S. H. and Steers, R. M. (1995), Human resource management in South Korea. In L. F. Moore and P. D. Jennings (eds), Human resource management on the Pacific Rim: Institutions, practices, and attitudes (pp. 217–42). NY: de Gruyter. Lee, D. K. (1993), A study on the organizational effectiveness by career development program for employees. Unpublished master’s thesis, Sogang University, Seoul, Korea. Lee, K. H. (1996), A study on the career development program. Unpublished master’s thesis, ChungAng University, Seoul, Korea. McGovern, K. R. and Hart, L. E. (1992), Exploring the contribution of gender identity to differences in career experiences. Psychological Reports, 70, 723–37. Noe, R. A., Hollenbeck, J. R., Gerhard, B. and Wright, P. M. (1996), Human resource management: Gaining a competitive advantage (2nd edn). Boston, MA: Irwin McGraw-Hill. Portwood, J. D. and Granrose, C. S. (1986), Organizational career management programs: What’s available? What’s effective? Human Resource Planning, 9, 3, 107–19. Rhebergen, B. and Wognum, I. (1997), Supporting the career development of older employees: an HRD study in a Dutch company. International Journal of Training and Development, 1, 3, 191–8. Schein, E. H. (1978), Career dynamics: matching individual needs and organizational needs. Reading, MA: Addison-Wesley. Schein, E. H. (1990), Career anchors: Discovery your real values. San Diego. CA: University Associates.
60 International Journal of Training and Development
© Blackwell Publishing Ltd. 2005.
Triandis, H. C. (1989), The self and social behavior in differing cultural contexts. Psychological Review, 96, 506–20. Van Maanen, J. and Schein, E. (1977), Career development. In J. R. Jackman and J. L. Schuttle (eds), Improving life at work (pp. 30–95). Santa Monica, CA: Goodyear. Watts, G. A. (1989), Identifying career orientations of female, non-managerial employees at Virginia Tech. (Doctoral dissertation, University of Virginia Polytechnic Institute and State University, 1989). Dissertation Abstracts International, A50, 05, 1223. Wils, T., Guerin, G. and Bernard, R. (1993), Career system as a configuration of career management activities. The International Journal of Career Management, 5, 2, 11–15.
© Blackwell Publishing Ltd. 2005.
Organizational Interventions 61
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Employee Training and Career Development Essay
  • PDP career development Essay
  • Career Development Essay
  • Employee Career Training and Development Essay
  • Employee Training and Career Development Essay
  • Employee Training and Career Development Essay
  • Employee Training and Career Development Essay
  • Employee Training and Career Development Essay

Become a StudyMode Member

Sign Up - It's Free