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Career Management and Development

Many employees believe that if they join an organization, become competent, and stay out of trouble, they will keep their job. Many organizations adopted a paternalistic approach toward their employees, offering job security and stability in exchange for worker loyalty. In the context of this social contract, career development was seen primarily as the organization’s concern. The goal was to ensure that the ranks of management would fill with individuals who were prepared for these tasks. Career development practices primarily created an internal labor market to fulfill the organization’s needs. Career progress was defined primarily in terms of promotion and pay increases within one organization. Individuals often viewed career management within the confines of this approach. Moving up through the ranks of management was often the main career goal. This kind of long-term relationship between requires a stable, predictable environment and a hierarchically structured organization. Stability and predictability have largely given way to rapid change and uncertainty. Organizations have frequently responded with downsizing, reorganization, cost cutting, and outsourcing. While these may address short-term financial concerns for employers, they also have eroded the traditional employment relationship. The employment relationship has changed from one with a promise of long-term security to a situation where employees have the primary responsibility for their own future. Despite this, there will continue to be a significant number of organizations that have long-term relationships with their employees, and it is in everyone’s best interest to plan and enact a mutually beneficial future.