tailieunhanh - Ebook Human resource management (7E): Part 2

(BQ) Part 2 book "Human resource management" has contents: Career development, strategic aspects of employee relations, employee involvement, equal opportunities and diversity, grievance and discipline, strategic aspects of reward, ethics and corporate social responsibility, information technology and human capital measurement,.and other contents. | 10/11/07 10:39 AM Page 440 CHAPTER 19 CAREER DEVELOPMENT THE OBJECTIVES OF THIS CHAPTER ARE TO: 1 Explain and critique how and why careers are changing 2 Introduce some definitions of career and career development 3 Review some of the models and theories which help us understand the concept 4 Explore practical ways in which individuals can manage and enhance their careers, especially continuous professional development 5 Explore the types of support the organisation can provide for career development and management 10/11/07 10:39 AM Page 441 Chapter 19 Career development WINDOW ON PRACTICE In a survey of business school graduates in Austria, Mayrhofer and his colleagues (2005) found that whilst many preferred the idea of an organisational career, the majority (56 per cent) preferred post-organisational careers. Post-organisational careers were defined by the researchers as any of the following: • Self-employment: working in the stable and limited field of their own expertise but outside an organisation, operating as either a self-employed professional or an entrepreneur. Typically such workers have several customers and these customers do not change frequently. • Free-floating professionals: also working in their domain of expertise but having a close relationship with one customer at a time, but of limited duration and possibly with a rapid change of customers. • Chronic flexibility: working as free-floating professionals above, but also dealing with several customers at a time. In a very different context, Mallon (1998) reports on research with 24 ex-managers of one branch of the public sector who now had portfolio careers, and through in-depth biographical interviews set out to understand how they account for their career move. From the data she grouped the participants into three categories: ‘refugees’, ‘missionaries’ and ‘reluctant missionaries’. There were only two managers classified as ‘refugees’ and both