CAREER AND HUMAN RESOURCE DEVELOPMENT (DCE3117) Associate Prof. Dr. Roziah Mohd Rasdi Dept. of Professional Development & Continuing Education Faculty of Educational Studies Universiti Putra Malaysia roziah_m@upm.edu.my

INTRODUCTION AND DEFINITION Topic 1 INTRODUCTION AND DEFINITION

The totality of work done in a lifetime (Sears, 1982). What is career? A career represents more than just the job or sequence of jobs we hold in a lifetime. ... how much money is earned, or one's standing attained in the profession. The totality of work done in a lifetime (Sears, 1982). Work + Leisure (McDaniels, 1989)

What is career? The course of events which constitutes a life, the sequences of occupations and other life roles which combine to express one’s commitment to work in his or her total pattern of self development (Super, 1976) Career are unique, dynamic and unfold throughout life. They include not only occupations but prevocational and post vocational concerns as well as integrations of work with other roles: family, community, leisure (Herr & Cramer, 1996)

Career Development Lifelong process involving psychological, sociological, educational, economic, and physical factors as well as chance factors that interact to influence the career of the individual (Sears, 1982)

Psychological Contract Psychological Contract refers to the relationship between an employer and its employees, and specifically concerns mutual expectations of inputs and outcomes.

Balancing Individual and Organizational Needs Herriot and Pemberton have outline four properties they feel an established career model should possess. Conceptualization (taking into account not merely the organization, but also the business, political and economic environment) Cyclical and procession nature of the model Subjectivity for the meaning of career success Interactive nature in the sense of relationship between the organization and the individual.

A Contractual Model of Careers

Proposition 1 indicates that the business environment affects organizations strategies, structures, and processes. Proposition 2: Social context in which people grow and develop influences their values, norms and beliefs. These in turn, influence their career aspirations, career choice, and progress. Proposition 3 & 4: Organizational strategy, structure and processes will determine what organizations need from people and their careers, whereas peoples identities will determine what they wish to gain from the organization.

Proposition 5 & 6: reflect the way in which organizations and people conclude their contractual relationships. Proposition 7 & 8: Express the negotiating process. Career negotiation commences with a first stage in which two parallel processes occur: The organizations wants are cognitively matched with the individual’s offers, and vice versa. Proposition 9 : The balance of power influence the negotiating process. Proposition 10: The degree of communication between the parties during the negotiation also acts as the influential factors.

Proposition 11 & 12: The outcomes of the career negotiations (transactional and relational). The transactional relationship is instrumental and the relational relationship is referring to mutual commitment. Proposition 13, 14: If the contract is transactional, then the parties concern will probably be whether the outcomes are a fair exchange, they will concentrate upon distributive equity

Proposition 15 & 16: If the contract is relational then procedural equity is more likely to be concern. The parties will pay attention to the fairness of the process rather than the outcomes. Proposition 17 & 18: If there is a perception of adequate distributive equity, and the transactional contract is perceived to have been honored, the organization and individual will simply continue the same instrumental exchange relationship. If the contract is perceived broken, then the parties may seek to renegotiate (Proposition 19 & 20) or exit the employment relationship (Proposition 21 & 22).

In a primarily relational contract, the impact of organizational justice will be mainly on the emotional element, and if the contract is perceived as fair the positive interpretation (proposition 23 & 24) will be reflected in a deepening relationship (proposition 25 & 26). Breach of contract would similarly lead to an attempt to try to renegotiate the contract (propositions 27 & 28) or to leave the organization (proposition 29 & 30).

Traditional vs. Contemporary Career Aspect Traditional Contemporary Environmental Characteristic Stability Dynamism Career Choice Made Once, at early stage in career Series, at different age stages Main career responsibility lies with: Organization Individual Career Horizon (Workplace) Single organization Several organization Career Horizon (Time) Long Short Employer expects/ Employee gives Loyalty and commitment Long-time working hours

Cont.. Aspect Traditional Contemporary Employer gives/ Employee expects Job security Investment in employability Progress Criteria Advancement according to tenure Advancement according to results and knowledge Success means Winning the tournament, i.e. progress on the hierarchy ladder Inner feeling of achievement Training Formal programmes, generalist On-the-job, company specific, sometimes ad hoc

Career systems and their multi-constituencies Individual Organization Society Public bodies Organizational culture Organizational resources Organizational structure Needs Traits Values Attitudes Culture Schooling Value system Legislation Professional and Occupational system (a) Who brings in what

Career systems and their multi-constituencies Individual Organization Society Public bodies Inspire Support Offer Control Train Negotiate Perform Plan(set target) In search of employability Learn Negotiate Feedback Family support Unions Educate Disciplinary associations Legal jurisdiction, courts Public support mechanism (e.g. career and job centres) (a) Who does what

Public Bodies The government is responsible for employment legislation Government have a major interest in the maintenance of a stable progressive society in flourishing economy. Society The role of society is wider than government and is concerned with setting and establishing the values and attitudes that provide norms for behavior. Organizational Organization are where careers occurs and develop. Organization also is the career system and have the multiple role in the world of careers.

Values – forms the base for attitudes and behaviors. Individual The individual’s characteristics and values strongly determine a person choice and means of progress and the way that person manages their career. Values – forms the base for attitudes and behaviors. Traits – personality traits have much to do with career choice and career success. Attitudes – below is the Fishbein and Ajzen Model , the model that provided based on the general behavioral approach. Culture and environment Values, Norms, Beliefs Attitudes Intentions Behaviors Personality

Successful Career System Successful career system depends on the process that takes place between the individual and the organization. The meaning of career success differs according to various dimensions: Internal – how the person sees the development of their own career in terms of inner values, goals, aspirations External –how career success is perceived by the external environment, such in terms of status, hierarchy, income and power Organizational – in term of organizational power and influence, measured by position on the career ladder, and now in different, more subtle ways Society – the labor market, professional development, globalization.

To better understand organizational context lets us look at figure below: Vertical integration Business strategy HRM strategy HRM practices Individual needs and behaviors Horizontal coherence Selection Rewards Induction Appraisal Training Career Development Vertical integration is the basis of integrating HRM into the strategic management of the organization, rather than holding the minor supportive role of an administrative function. Horizontal coherence refers to a more specific, professional aspects of HRM, the integration within the organization of all HRM practices.

The HR Matrix Low-Low quadrant: organization with poor HRM practices, lack strategic planning and management. High-low quadrant: organizations that manage to apply best practices. Low-high quadrant: organization that have developed strategic thinking and aligned HRM with business planning and management. High-High quadrant: organization that manages to combine strategic alignment and best practice. Practice Best practice The ultimate HRM Room for improvement Strategic alignment Strategy