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Yuji TANIGUCHI, Sakae SUNADA Polytechnic University of Japan Kanagawa, Japan

A STUDY OF THE CHARACTERISTICS AND TYPICAL CAREER PATTERNS OF TECHNICAL WHITE-COLLAR EMPLOYEES - FOR EFFECTIVE CONTINUING EDUCATION AND CAREER DEVELOPMENT -. Yuji TANIGUCHI, Sakae SUNADA Polytechnic University of Japan Kanagawa, Japan. ＰＴＵ. 9th WCCEE 2004.

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Yuji TANIGUCHI, Sakae SUNADA Polytechnic University of Japan Kanagawa, Japan

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  1. A STUDY OF THE CHARACTERISTICS AND TYPICAL CAREER PATTERNS OF TECHNICAL WHITE-COLLAR EMPLOYEES- FOR EFFECTIVE CONTINUING EDUCATION AND CAREER DEVELOPMENT - Yuji TANIGUCHI, Sakae SUNADA Polytechnic University of Japan Kanagawa, Japan ＰＴＵ 9th WCCEE 2004

  2. About the term “technical white-collar employees” Technical white-collar employees(managerial/ generalist career) Engineering graduates Engineers (specialist career)

  3. OBJECTIVES Generalist type career paths Specialist career paths ? Career models for Engineering Graduates

  4. Table 1Departments of which 158 directors are in charge Information/ Software industry Car/ Automotive parts Electrical machinery instruments 85 21 49 15 24 13

  5. Table 1 Departments of which 158 directors are in charge International business 4(15) Information/Office Management 12(18) Public relations 2(11) Production control 10(16) Personal affairs/H.R.D 3(19) Distribution control 5(11) Judicial/General affairs 1(17) Sales/Marketing 6(19) Accounting/Financial affairs 0(13) Administration/Planning 6(19)

  6. Fig 1Example of career case in software industry 4th Project manager 3rd Sub team leader 2nd System engineer 1st Programmer

  7. Table 2 Career pattern of director

  8. Table 2 Career pattern of director Ｐｒｏｄｕｃｔｉｏｎ　Ｃｏｎｔｒｏｌ Ⅰ Ⅱ Ⅲ Ⅳ (1st stage) (2nd stage) (3rd stage) (4th stage) ２ ２ ２ ２ Mｒ．b3 ２ 1 Mｒ．e１ 1 1 Mｒ．f2

  9. Table 3 Career pattern of director

  10. Table 3 Career pattern of director Information/ Office management Production control International business 1 (1.3%) 23 (28.8%) 51 (69.8%) Production control 5 (15.6%) 5 (15.6%) 16 (50.0%) International business 5 (5.2%) 2 (2.1%) 84 (87.5%) Information/ Office management

  11. Table 3 Career Pattern of Director Ⅰ ⅢorⅣ (3nd or 4rdstage) (1st stage) 18 32 37% 65%

  12. Conclusions A general conclusion can be drawn by the result of career path analysis. (1) In the case of the career path of those who are not technical professionals at large enterprises, it becomes similar to the so-called 'generalist type' which employee experience in two or more departments by making a core of the career at the department related to a specialty learned in school.

  13. Conclusions A general conclusion can be drawn by the result of career path analysis. (2) However, in the case of the career path which employee experiences in the department of international business, international business serves as a core of the career.

  14. Conclusions A general conclusion can be drawn by the result of career path analysis. (3) Although the department taken charge of in an upper managerial position has a weak relation with the department where employees have gained experience in early stages of their career, it has a strong relation with the department experienced in later stages of career.

  15. Thank you very much for your attention.

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