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.