tailieunhanh - E-Human Resource Management 18

E-Human Resource Management 18. This book is presented in four sections — the first intended to be more general in nature, the following three devoted to specific aspects of the HRM field in the new information era. Section I, The Cutting-Edge in HRM, presents an overview of how ITCs are modifying general HRM processes and functions. This is the aim of the first three contributions. | Human Resource Portals and the Protean Career 139 be likely to leave the organization for better opportunities. However it is better for an organization to lose an uncommitted employee than to keep such an employee. Lack of commitment and loyalty may prove more damaging to the organization than the loss of an excellent employee. Despite management efforts to facilitate the effective use of HR portals and thereby the management ofthe protean career the bulk ofthis process lies with individual employees. Employees must assume personal responsibility. The three-factor model takes the view that although organizational programs must support nontraditional careers individuals must assume responsibility for their own career management Sullivan et al. 1998 . However managing the protean career can be a daunting task. Although most people are highly optimistic all the time Lovallo Kahneman 2003 employees should avoid over-optimism when it comes to managing their careers. They should objectively assess their own strengths and weaknesses and develop career strategies accordingly. With its emphasis on personal responsibility accountability and continuous learning the protean career is more suitable to knowledge workers. Conclusions This chapter has developed a three-factor model that provides an insight in understanding the role ofHR portals in managing the protean career. To realize the potential of the new career the individual must develop competencies related to the management of self and career Hall 1996 . Technology and specifically information technology can provide such an avenue HR is simultaneously positioning firms and workers to respondflexibly to market changes while seeking stability by recruiting developing and retaining people whose talents are critical to the firm. Rousseau Arthur 1999 p. 7 Despite its advantages the protean career is not necessarily for everyone. The protean career may be beneficial to people with valuable skills but might prove harmful to .