1. 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

2. The Dynamic Nature of Career Management
Topic 5
The Dynamic Nature of Career Management

3. Transition
One primary attribute of career system changes – the existence of horizontal links that transcend organizational and system boundaries, including geographical ones.
The new career system would best fit those who have the competencies – mostly proactive and have enough knowledge and skills.
Organization nowadays, cannot offer any longer a commitment and loyal-based relationship, thus moving to a transactional relationship or trying to generate relational relationships based on transformational leadership.

4. Transition
One of the novel ideas of developing transactional relationship is the concept of employability.
Employability offers people a different kind of psychological contract so that they will feel a fair deal exists.
However, Baruch (2001) argue that employability will benefits individuals, but can hardly serve as a substitute for loyalty in the organizational side of the equation.

5. From: Traditional career system, organizational focused
To: Contemporary career, individual focused
Figure 5. The transformation of career planning

6. Figure 5.2 The transformation of recruitment
From: Traditional recruitment flow system recruitment done mostly at the operation level
To: Contemporary recruitment multi-level labour market, internal and external sourcing
Figure 5.2 The transformation of recruitment

7. Figure 5.3 The transformation of the industrial relation system
To:
- New psychological contract
- Individual negotiation shared by the individual and the organization
From:
The Dunlop (1959) model of IR: Trade Union-led collective bargaining
Market
Government
Power
Input
Output
Employees and representatives
Employees and representatives
Technology
Feedback
Figure 5.3 The transformation of the industrial relation system

9. Impact:
After
Before
Flexibility
Short-term planning
Aligned HR
Risk management
Delphi approach
New psychological contracts
Aims
Stability
Means
Long-term planning
Responsive HR
Asset management
Linear modeling
Collective bargaining
Key factors
Competitive markets
Globalization
New value system
Move from production to service
HR cost
Litigious society
Figure 5.4 The transformation of strategic HR planning an emergent model

10. Perpetual Motion
The term ‘Survivor Syndrome’ has been coined to refer to and describe the reaction of people who remain in employment after an organization has undergone a redundancy or downsizing programme.
Scholars have suggested a multitude of negative consequences of survivor syndrome:
Anger
Anxiety
Cynicism
Resentment
Resignation
Retribution
Burnout
Low morale and etc.

11. How to Manage the Survivor Syndrome
Mishra, Spreitzer and Mishra (1998) have suggested the following:
Deciding: use downsizing as a last option; construct a credible vision, based on the business case; and ensure downsizing is not seen as a short-term fix.
Planning: form a cross-functional team, who are agreed on the reasons for downsizing, identify all constituents and address their concerns, use experts such as outplacement counselors to smooth the transition, provide training to managers and supply adequate information on the state of the business.

12. Making the announcement: explain the business rationale, announce the decision, notify employees in advance where possible, be specific, time the announcement appropriately, offer employees the day off.
Implementing the decisions: tell the truth and even over-communicate, provide job search assistance for leavers, announce subsequent separations planned, be fair in implementing separations, be generous to leavers, allow for voluntary separation, involve employees in implementation, provide career counseling and train the survivors where necessary.

13. Baruch and Hind (1999) argue that, although detailed, the above list is lacking in two respects.
It consists of a set of separate, dissociated issues, and does not provide a coherent, comprehensive framework.
Several key elements are missing.
In downsizing, the selection needs to be based on clear, performances and operational-related criteria, with obvious links to the business case and rationale. ‘Best Practice’ should be implemented in managing downsizing.

14. Figure 5.5 Downsizing and the survivor syndrome effect
Nowadays there is no re-freezing, as situations remain fluid with change being the only constant.
Hind, Frost, and Rowley (1997) found that, for most people working in groups in organizations team membership rarely remains stable for longer than four months with a resultant lack of experienced stability for members.
Therefore, stability is no longer perceived as a realistically desired target.
Figure 5.5 suggest a sequence that organizations should anticipate in managing survivor syndrome effect.
Figure 5.5 Downsizing and the survivor syndrome effect

15. Figure 5.5 Downsizing and the survivor syndrome effect
The first stage is characterized by relative stability and traditional psychological contract. If an organization has managed to maintain a feeling of stability and the ‘Old Deal’, any deviation will cause survivor syndrome.
The following stage is characterized by perpetual change, which recognized by both employees an management. The organization should develop a new psychological contract.
The next stage is using ‘best practice’.
Organization can avoid the survivor syndrome only if they met all the three-precondition
Figure 5.5 Downsizing and the survivor syndrome effect

16. What is the ‘best practice’
Regarding downsizing, the advice for organizations is to use redundancy only as a last resort.
It is advisable to prove to or show employees that it was indeed the last resort, after all feasible options have been tried
Such options or alternative practices include:
Early retirement
Reducing or halting recruitment for a limited period (but mot for too long, otherwise organization organizations will have a ‘missing a generation’ in the future)
Selling part or the company
Job-sharing

17. The Peter Principle and Organizational Career System
The Peter Principal is simple: in bureaucracy, employees progress up the hierarchy until they reach their level of competence
The organizational effectiveness will deteriorate when the Peter Principle applied.

18. Change and Continuity: Implications for careers
Career Implications
New pattern of production and consumption
Persistence of work ethic
New ways of work, but strong need for work persists
Rise of service sector
Continual existence of routine, boring jobs
Innovative career patterns alongside traditional roles based on division of work
Technological change with some growth of high-skilled jobs
New types of low-skill low-discretion jobs
Career frustration for highly educated new generation
Increase of emotional labour
Underevaluating of social abilities as skills
A gap between professional inner satisfaction and remuneration levels

19. Change and Continuity: Implications for careers
Career Implications
More woman in the labor market
Gendered division of labour; unfair discrimination
Need for management of diversity in light of continuous perceived or actual discrimination
New forms of works and working time patterns
Traditional working methods and forms of control
Stratified labour markets, variety of career system approaches
New management initiatives for work intensification
Traditional methods of control and reliance on employee consent
Applying empowerment and trust-based relationships
Emergence of Post-Fordism organizations
Taylorism/ Fordism organizations remain
Dualism in career management based on organizational operation and ethos