NAME: FAITH AUMA OMONDI ADM NO: 18/02586 UNIT CODE: BAM 2206 UNIT NAME: CAREER MANAGEMENT MODE OF STUDY: PART TIME CAMPUS: WESTERN CAMPUS QUESTION ONE 1 a) Individual career management is a process by which individuals develop, implement, and monitor career goals and strategies. ... Organizations can help their employees in the career-management process by providing various activities and programs that support employee development and individual awareness. Career management helps move people into roles where their skills are most suited and their aspirations are best met. By helping employees manage their careers and providing opportunities for career development, the organisation can ensure higher engagement & productivity. Attracting and retaining good employees. b) Career management provides the opportunity for an organisation to align the aspirations of individual employees with current and future business needs, increasing the chances that the workforce will be willing, ready and able to move into the roles that the organisation needs them to play. To identify employees skills interests and career objectives for further training and development. 2 a) It helps individual realize that the reason that the choice does not matter, as long as the quest is deep and honorable, is because everything is connected to everything else. It does not matter what we choose as a research topic or a theoretical perspective, as long as we go deeply into what we have chosen and do so with intrinsic devotion to the truth and its discovery. b) Jungian therapy may be used to treat a wide variety of issues such as depression, destructive relationship patterns, personality patterns such as obsessive-compulsive personality, and matters of aging and meaning. c) Begin using the new technology and sharpening your skills. Assisting coworkers by teaching others what you have learned. This reinforces your own understanding and creates strong teamwork. Take the time to become familiar with the technology. Plan that it may take additional time or resources for the first few days. Staff accordingly! Understand that change is inevitable. Our choice is in how we address the challenge. Look at the changes positively. If it can anticipate time-savings an increase in efficiency. How might the proposed change be framed in a positive light? Get to know and fully utilize your IT specialist! They should be available and a valuable asset in any transition. QUESTION TWO a) Make Rewards Achievable-Everyone is familiar with the annual bonus trip awarded to the top-performing employee. The problem is, such rewards usually go to one or two employees. This leaves the rest of your staff feeling like there’s not much point in working hard because the same few people always reap the rewards. Remember the other end of Vroom’s expectancy equation, which offers that individuals must also see the desired performance and linked reward as possible. Correct Privately; Praise Publicly-Most people are not motivated by negative feedback, especially if they feel it’s embarrassing. The only acceptable place to discuss an ongoing, performance-related issue or correcting a recent, specific error is in the employee’s office or your own, with the door closed. Make Expectations Clear-Employees without goals will be naturally aimless. Provide them with clear achievable goals and make sure there are measurable standards in place to evaluate their performance. Victor Vroom’s work on expectancy theory supports the concept that employees must know what action they are expected to take and that it will yield the desired performance. Your employees should understand what they are expected to do, how they are expected to do it, and how they will be judged on it. Provide Continuous Feedback-Immediate, continuous feedback lets an employee know that their actions affect the company. It’s hard for you, and the employee, to remember specific incidents when employee performance review time rolls around. Goal-setting theory predicts (quite obviously) that employees are motivated by setting goals and by receiving continuous feedback on where they stand relative to those goals. More recent research shows just how motivating it can be when employees know they are making progress. Involve employees in decision making- b) Flexibility Modern day employees are looking for flexibility. They want to adjust their work schedule to their busy lives, not the other way a They are competent – they know what they are doing, they have Skills experience and know how. They are conscientious they do high quality work, they take care to make sure that work is completed on time and on point; They have common sense- understanding the intricacies of social relationships and organizational processes. Common sense includes seeing the big picture, figuring out the unspoken rules that are in operation in any department and organization. Common sense is required for success as a leader, and it makes you a very valuable (and respected) worker. Being disciplined and dependableQUESTION THREE a) There are three main viewpoints of the workplace spirituality perspective which are intrinsic-origin view, religious view and the existentialist view. The intrinsic-origin view put forward by them is a concept or a principle that originates from the inside of an individual. Its relevance is that Workplace spirituality is intended to interconnect past experiences and develop trust among employees in a way that would lead the organization into a better and productive environment. b) The boundaryless career perspective relates to individual career movement—both in terms of physical mobility and in psychological mobility (i.e., an individual's perceived capacity to make transitions such as intrarole and extrarole adjustments. An organizational psychology theory, the boundaryless career theory was integrated to provide an understanding of factors that contributed to career mobility behaviours in individuals and has an established research base that included associations with boundaryless career orientations . The boundaryless career theory explains that a career involves physical and/or psychological mobility and has moved to the forefront of career self-management. ... The boundary-less career theory explains that a career involves physical and/or psychological mobility and has moved to the forefront of career selfmanagement. Physical mobility is the transition across boundaries (i.e., jobs, firms, occupations, and countries), and psychological mobility is the perception of the career actor of his/her capacity to make transitions. A boundaryless career can be viewed and operationalized by the degree of mobility exhibited by the career actor along both the physical and psychological mobility continua.