Kerjaya dan Pembangunan Kerjaya

1. CAREER AND HUMAN RESOURCE DEVELOPMENT DCE 3117 Kerjaya dan Pembangunan Kerjaya Pengenalan DR. NOR WAHIZA BT.ABDUL WAHAT 012 2078054 norwahiza@upm.edu.my

2. Career Traditional Contemporary • Professional Work (Parsons, 1909). • Career system is characterized by a hierarchical career structure with a predictable, secure, linear career pattern. • Such structure is no longer adequate for planning and developing employees’ careers (Baruch, 2006). • Career as an integral part of the larger system which changes from time to time eg. Organization(Defillipi& Arthur, 1994;Arthur & Rouseau, 1996). • Contemporary career is unpredictable, vulnerable and multidirectional (Baruch, 1996).

3. Career Traditional Contemporary • Theory of Occupational Choice, Mid-Life Crises, or Adult Development Process. • Chaos Theory • Wave Mechanics • Autocatalystis

4. Career Traditional Contemporary • Theory of Occupational Choice, Mid-Life Crises, or Adult Development Process. • Three Key Changes that explain new career paradigm: • Employer-Employee Relationship • Non-hierarchical movement • Logical, sequential, ordered career is no longer relevent

5. Career Traditional Contemporary • Professional advancement within one or two organizations. • Protean Career (Hall, 1996) –Career is driven by the person • Boundaryless Career (Arthur & Rousseau, 1996) – career encompasses work and non-work horizons • Post-Corporate Career (Peiperl & Baruch, 1997)- Individual careers, especially of managers, may extend beyond organization, even after individuals left the organization.

6. Career Traditional Contemporary Succession of related jobs, arranged in a hierarchy of prestige, through which persons move in an ordered and predictable sequence (Wilensky, 1960). • A course of professional advancement (Arthur & Rousseau, 1996), which means promotion, via hierarchical progression within a sequence of work positions of increasing responsibility and seniority over time (Anderson, Doherty & Viney, 1998). • Protean Career (Hall, 1996) –Career is driven by the person • Boundaryless Career (Arthur & Rousseau, 1996) – career encompasses work and non-work horizons • Post-Corporate Career (Peiperl & Baruch, 1997)- Individual careers, especially of managers, may extend beyond organization, even after individuals left the organization.

7. CAREER DEVELOPMENT • is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. • Job mastery skills are those that are necessary to successfully perform one's job.

8. CAREER DEVELOPMENT : 3 PHASES(Herr, Cramer, & Niles, 2004): • First, schools and post-secondary colleges and universities provide young people with workplace relevant skills, knowledge and attitudes that prepare them for taking their place in the world of work.

9. CAREER DEVELOPMENT : 3 PHASES(Herr, Cramer, & Niles, 2004) • Second, young people acquire the competencies to bridge the gap between attending formal educational institutions and settling into a life that involves full-time employment

10. CAREER DEVELOPMENT : 3 PHASES(Herr, Cramer, & Niles, 2004) • This phase largely has an employer focus, meaning that much of this development is aimed at organizational efficiency (Hall, 2003), although career development in this context can and does benefit individual employees.

11. CAREER DEVELOPMENT : 3 PHASES(Herr, Cramer, & Niles, 2004) • Third, development occurs within the workplace itself, when individuals are orientated and developed to the requirements of their employers are socialized to the culture and demands of their jobs, and they receive ongoing training and guidance on how to adapt to the changes that will occur within themselves and to the organization