Career Development Planning Research Articles

Strategi Pengelolaan Sumber Daya Manusia pada Generasi Z Tantangan dan Peluang di Era Digital Untuk Meningkatkan Kematangan Karir

The importance of adapting human resource management (HRM) strategies becomes increasingly fundamental in the rapid development of technology and changing workforce needs in this digital era. The objective of this research is to explore how HRM strategies can be adapted to meet the challenges and opportunities faced by Generation Z in the digital era, with a focus on enhancing career maturity. Additionally, the aim is to identify key factors in the effective implementation of HRM strategies for Generation Z that contribute positively to career maturity in the digital era. In the research titled "Human Resource Management Strategies for Generation Z: Challenges and Opportunities in the Digital Era for Career Maturity Enhancement," a qualitative approach can be a highly relevant method to provide in-depth understanding of the dynamics between HRM strategies, challenges faced by Generation Z, and career maturity improvement. The research findings indicate that personalized career development plans are an effective strategy to meet the individual needs of Generation Z, considering their preference for recognition of each individual's uniqueness. Through this personalization, organizations can build stronger bonds with employees and create more meaningful experiences.

Application of Artificial Intelligence in Employee Training and Development

This study analyses the application of artificial intelligence in employee training and development. The applications of AI in workplace training, performance evaluation and career development planning are explored. Among them, four aspects of AI in workplace training are analysed, including challenges and opportunities of workplace training, intelligent aids in workplace training, assessment and optimisation of workplace training effects, and cases of AI aids in workplace training; four aspects of performance assessment are analysed, including data collection and analysis, automated assessment tools, real-time feedback and personalised guidance, and assisted decision-making and prediction; and four aspects of career development planning, four aspects are analysed, such as AI can provide personalised career development advice for employees, AI can also help employees to discover new opportunities and challenges in their career development process, AI can also provide career development training and knowledge management, and the application of AI in career development planning also faces some challenges.

Role of Public and Private Universities’ Recruitment and Selection Strategies on Employees Retention in Kenya.

To survive in the rapidly changing and competitive global economy, universities in developed and developing countries, have recognized human resourcing, selection, retention and employee turnovers as among the major concerns facing managers which must be dealt with carefully if they are to keep pace with the stiff competition and realize their desire for improved institutional performance. The study’s purpose was to evaluate the role plaid by recruitment and selection frameworks on retention of employees in Public and Private Universities. By applying descriptive design and stratified random sampling criteria, the study used 384 respondents out of 50,670 staff members working in the seventy (70) approved Universities. Data which was analyzed by using linear regression models where SPSS Version 23 software was applied, made use of questionnaires as the main research tool to collect data. Based on analyzed data the study established that 58.5% of employee’s retention was realized as a result of suitable recruitment and selection frameworks put in place by managers of universities who participated in this study. Besides, the study established that employees’ Human Resource Planning framework which registered a P-value of .672 followed by a recruitment framework that had a P-value of .585 and a career development plan whose P-value stood at .584 were most significant factors which made employee retention in those institutions realizable. The researcher established that Recruitment and Selection strategies played a major role in universities employee retention and therefore recommends that, other human resourcing frameworks which includes a comprehensive medical care for all employees, better remunerations, and pension and leave allowances, among others, be given consideration by universities’ boards of management and councils so as to further improve employee retention. The study also recommends the need to have one well-structured selection policy which should be adhered to by all universities.

Modern practices of career management organization

The article is devoted to consideration of modern trends and practices of career management, which are implemented by leading domestic and foreign companies for effective development and realization of the career potential of their employees. The authors emphasize that career management is an important component of effective personnel management aimed at continuous professional growth and optimal use of the abilities, knowledge and experience of employees in accordance with the goals of the organization. Among the key trends that lead to the need to implement effective career management practices, the growth of mobility and flexibility of the workforce, the strengthening of the role of continuous training and adaptability, the emphasis on the development of soft skills, increasing the importance of the balance between work and personal life of employees. It is noted that to attract and retain highly professional specialists, leading companies actively use career management practices such as organizational career management (OKM), career coaching, individual career development plans, mentoring and mentoring programs, as well as modern technologies. In particular, OKM has a positive effect on self-perception of employment and reduces professional burnout, career coaching contributes to the disclosure of internal potential and professional improvement, and individual career development plans provide flexibility and personalization of career management approaches. The use of modern technologies, such as cloud computing, allows you to increase the availability and flexibility of career management. The article notes that in domestic business there is a gradual introduction of modern career management practices, but the level of their systematization and efficiency is still lower compared to foreign companies. For the effective implementation of career management, it is necessary to take into account the principles of corporate social responsibility in personnel management, which are grouped on the consistency of the interests of management and employees. This will attract and retain highly professional specialists, create a high-quality personnel reserve for filling vacant positions and create conditions for the development of individual abilities and talents of employees.

<b>The Impact of Behavioral Organization Development Interventions on Employee Development and Organizational Performance. A Mixed Methods Approach</b>

Corporate planners have found that organisational performance (OP) presents a significant strategic challenge and complication. They are looking for solutions to the problem of how to maintain their competitiveness in the global market while establishing a strategic position. Organizational development (OD) interventions provide solutions to these challenges and complications. We employed the mixed-methods explanatory sequential design and tested the effects of seven OD behavioral interventions on OP, including coaching, reward systems (RS), career development plans (CDP), financial assistance program (FAP), pay systems (PS), and training and development (T&D). The aim of this study was to support corporate planners and practitioners. We defined the OP as growth in financial performance (FP) (G). We employed employee development (knowledge, skills, and abilities) as a mediator. We sent 800 (sample size) questionnaires to HR heads, and 762 completed ones were returned. We use a stratified random probability sampling method to choose a sample of 800 firms from the population, which is all listed firms with the Security and Exchange Commission of Pakistan (SECP). We employed SPSS Version 20 to perform regression analysis. We calculated coefficient β values, t- and p-values, adjusted R2, and F-statistic values were computed and determine the causal influence. We conducted mediation analysis the four-step method proposed by Baron and Kenny (1986). Goodman and Sobel Preacher and Leonardelli (2001) used a web-based technique to conduct tests to confirm the mediations among variables. We conducted a focus group of ten OD professionals to gather qualitative data, conducted thematic analysis then merged the data to obtain insightful findings. The findings are valuable for OD practitioners and the study is a step towards a Green-OD Community.

Talent retention and leadership effectiveness in workplace: Implications for learning organizations

The secret to a successful business is hiring and retaining excellent personnel. Individuals with talent will always be improving their abilities and adding value to the company. The core component is improving staff quality, which can only be done by recognizing and developing exceptional personnel. Organizations should keep an eye on underperforming staff members at the same time. To do this, it is necessary to comprehend each person's position inside the company. Giving a worker the incorrect role might impede their development on a personal and organizational level. Making a distinction between performers and non-performers is the main problem. Improvement plans should be put into place to assist non-performers in understanding expectations and achieving quantifiable targets, while performers should be recognized and encouraged in the workplace. It is better to fire the underperformer if an employer has established a conducive work atmosphere for achievement but the individual is still not succeeding. Both the company and the individual benefit from this, as they are free to look for other options. Currently, when their requirements at work are not met, outstanding performers frequently depart organizations. As a result, businesses usually need to bring on new hires to take the place of departing staff members in order to maintain corporate operations. Consequently, in order to reduce employee attrition, businesses must create efficient employee retention plans. In addition to outlining important tactics to increase staff retention inside businesses, this paper explains the causes of employee attrition. Effective leadership is necessary to achieve outstanding performance in big, complicated, and fast changing companies. To promote performance improvement throughout their company, modern executives must constantly push the envelope. They need to be able to inspire and encourage others to grow confidently and increase productivity, and they must uphold an environment of responsibility while promoting innovation and change. Companies frequently make the grave mistake of elevating successful people without appreciating the distinct skill sets required at different leadership levels. This is because they concentrate too much on technical proficiency, leadership styles, and attributes. One of the most important components of an organization's human resource strategy is succession planning, or leadership continuity. Maintaining leadership continuity in the turbulent business climate of today involves a protracted process fraught with difficulties, including flexibility. It is now a management problem to hire people who make career decisions and broaden the talent pool while maintaining appropriate growth. Even though training contributes to the development of future leaders, it frequently falls short of offering the experience required for such positions. A practice called leadership continuity aids companies in creating formal career development plans for their most gifted employees and coordinating them with organizational requirements. Instead of depending on outside personnel, businesses need to develop their own leaders from within. People learn more and become more willing to take on new tasks as they achieve more. Companies need to identify the actual work requirements at every important leadership level in order to fully utilize potential. Although it takes considerable planning and work, maintaining leadership continuity has major benefits. Any organization that survives will eventually need to replace its leadership, whether it is desired or not. Therefore, effective succession planning is essential. The impending retirement of an entire generation of executives is becoming an increasingly significant aspect in this dynamic economy. As a result, succession planning is turning into a crucial strategic requirement. The techniques required for talent development and retention as well as leadership continuity within businesses are covered in this article.

Analysis of personal career development planning of teachers in higher education institutions based on system GMM model

Abstract This paper analyzes the personal career planning of teachers in higher education institutions, the influencing mechanisms, and the influencing factors. A systematic GMM model was constructed by combining differential GMM estimation and horizontal GMM estimation, and the systematic GMM estimation commonly used in dynamic panels was improved and applied using more effective instrumental variables and continuously updated objective functions. The results of the GMM analysis obtained through the selection of the influencing factors showed that the proportion of senior teachers’ willingness to personal career development and planning decreased by -0.04 and 0.02, respectively, and the proportion of negative development to total development willingness increased by +0.02 and +0.01, respectively, and the proportion of positive development to total development willingness increased by +0.03 and +0.01, respectively, and all of them were significant at the 1% level.

The effect of family boundary flexibility on employees' work engagement: a study based on person-environment fit theory perspective.

Under the impact of the era of big data and public emergency, the blurring of family-work boundaries and the increasing burden of family responsibilities will pose a great challenge to employee resilience and family work balance, which in turn will affect employees' work engagement. Therefore, based on the person-environment fit theory, this study aims to explore the potential mechanism and boundary conditions of employee family boundary flexibility fit on work engagement. This study conducted a random sampling of enterprise employees in China. A sample of 433 participants completed a questionnaire to provide data. We conduct hierarchical regression and Bootstrap analysis to verify the hypothesis model. The study found that employees' work engagement is significantly improved when their family boundary flexibility is matched. Family-work enrichment plays a role in mediating the impact of employees' family boundary flexibility on work engagement. The relationship between family-work enrichment and work engagement is moderated by family support. Therefore, enterprises should respect and value each employee's family boundary flexibility, establish family-friendly policies, and consider personal family boundary flexibility in employees' career development planning. This will promote the enhancement of employee resilience, enable better engagement in work, improve work efficiency, and enhance the core competitiveness of enterprises.

Personal attributes, readiness and employability of college graduates: Inputs to career development plan

Personal attributes, readiness and employability of college graduates: Inputs to career development plan

Authentic leadership and organizational citizenship behaviors: How do harmonious passion and obsessive passion mediate?

PurposeAmong different leadership styles, scant hospitality researchers have studied the link between authentic leadership and organizational citizenship behaviors (OCBs). This article examined the associations among authentic leadership, job passion, and OCBs and examined the mediation effect of job passion.Design/methodology/approachQuestionnaires were distributed to 314 Taiwan's hotel employees. Structural equation modeling was performed to examine the hypotheses of this study.FindingsThe results indicated that authentic leadership positively affects harmonious and obsessive passion and that harmonious passion positively affects OCBs directed to individuals (OCBI) and OCBs directed to the organization (OCBO), whereas obsessive passion positively affects OCBI. Furthermore, harmonious passion mediates the linkage between authentic leadership and OCBs (both OCBI and OCBO), whereas obsessive passion only mediates the linkage between authentic leadership and OCBI.Practical implicationsTraining programs for hotel managers should incorporate courses on authentic leadership to strengthen managers' skills. Succession plans for managers should prioritize the promotion and retention of candidates with authentic leadership traits. Furthermore, managers should use authentic leadership to create a transparent employee incentive system and career development plans, thereby creating a workplace with fair rewards and opportunities for promotion.Originality/valueThe major contribution is that it expands the knowledge of hospitality leadership and determines the linkages among authentic leadership, job passion, and OCBs. Furthermore, job passion was revealed as a mediator in the authentic leadership–OCB association.

Nursing students' perceptions on community care and placement preference in Saudi Arabian universities: A multicenter cross-sectional study

BackgroundThere is an increasing shortage of highly educated community nurses; only a small number of nursing students choose to work in the community. ObjectivesTo understand the perception among nursing students in Saudi Arabia about working in the community and where they intend to pursue their careers. DesignA quantitative cross-sectional design. Settings and participantsA convenience sample of undergraduate students enrolled in their first to final years of a bachelor's degree program at three Saudi Arabian universities. MethodsData were collected from September–December 2022 using the ‘Scale on Community Care Perceptions’, which included demographic questions and measures reflecting their impressions of a community care placement, a community care career, and their current placement preferences. ResultsIn total, 439 students completed the online questionnaire. Nursing students' community care feelings (affective component), expectations, and regards as a future profession were moderately positive with a mean of 6.68 (1–10 scale; negative-positive perceptions). Regarding placement preference, many students chose general hospitals (N = 212, 48.30 %); a small number chose community care (N = 77, 17.54 %). The positive choice of respondents was influenced by the various technical nursing skills required (N = 212, 10.6 %), enjoyable relationships with patients (N = 211, 10.5 %), and many opportunities for advancement (N = 169, 8.4 %). Furthermore, students' placement preferences were significantly predicted by their expectations of placement and future professions in community care (F = 95.24, p < 0.01, R2 = 0.30). A significant difference was also found among their preferences in terms of the level of education and the experience of family and friends working in the community (p < 0.01). ConclusionCommunity care is an undervalued career choice among nursing students in Saudi Arabia. To bolster nursing students to prefer this career path, nursing schools, in coordination with local authorities, must formulate and implement a clearly defined career development plan that allows them to fully immerse themselves in community care activities.

Evidence of Professional Identity Formation in P1 Students’ Career Development Plans and P3 Plan Revisions

Evidence of Professional Identity Formation in P1 Students’ Career Development Plans and P3 Plan Revisions

Cross-cultural adaptation and psychometric validation of the Chinese version of career success in nursing scale (CSNS)

ObjectiveTo translate the career success in nursing scale (CSNS) into Chinese and evaluate its psychometric properties.BackgroundA lower sense of career success seriously affects the enthusiasm of nurses and increases their turnover rate. Therefore, an accurate assessment of the career success level of nurses is necessary. However, China does not have a professional tool for assessing the career success of nurses.MethodsThe stratified sampling method was used to recruit participants from 22 hospitals of different grades in 5 cities in China. A total of 650 and 348 subjects were selected for item analysis and reliability and validity tests, respectively, of the translated initial scale.ResultsThe Chinese version of the CSNS (C-CSNS) with 33 items had good psychometric properties. Cronbach’s α was 0.960, split-half reliability was 0.893, and ICC within two weeks was 0.981. Exploratory factor analysis extracted 5 common factors that explained 63.73% of the total variance, and confirmatory factor analysis supported acceptable construct validity.ConclusionThe C-CSNS has adequate construct validity and excellent psychometric properties and can be used for accurate assessment of nurses’ career success.Implications for nursing managementA new tool that is more suitable for the Chinese hospital nursing context is available for evaluating Chinese clinical nurses’ career success. Nursing managers can formulate appropriate management strategies according to the evaluation results to assist nurses in career development planning, thereby improving their career success level.

PERSONNEL MANAGEMENT RESEARCH METHODOLOGY: THEORETICAL AND SCIENTIFIC ASPECTS

Modern human resource management not only inherits all the functions of previous personnel management, but also strengthens the management of employees with a number of scientific methods, such as job analysis, human resource planning, recruitment and selection, performance appraisal, salary management, personnel training, career development planning. etc. in order to increase labor productivity and achieve the goal of enterprise development. It was determined that the strategic management of human resources is an important factor in achieving the strategic goals of the organization. This is a combination of unity and adaptability in the management of human resources, which must be in accordance with the strategy of the organization and its strategic needs. It is suggested that educational institutions pay special attention to career development and personnel management in the field of human resource management, so that teachers and staff can continuously grow and develop, providing a source of strength for the development of the institution. To motivate employees, management should pay attention to health factors, working conditions and wages, combine material incentives with spiritual potential, stimulate the work of employees, maintain enthusiasm and potential, develop and strengthen abilities, encourage creativity through scientific and rational relationship between staff effort and performance, and the relationship between reward and personal attractiveness. The participation of personnel in the management of the organization can significantly increase the enthusiasm and provide the necessary support for the reform of human resources management, i.e. replacing it with a new concept of talent.

대학의 뷰티 전공 교육서비스품질이 진로성숙도에 미치는 영향

This study attempted to investigate the mediating effects of satisfaction with college major in the influence of quality of education service on career maturity. For this, a total of 410 junior and 2-year, 4-year college students majoring in beauty in Seoul and Gyeonggi-do were examined. Research models were set according to the analysis of the results of a pilot study, and then 4 research hypotheses were formulated. The collected data were analyzed by descriptive statistics, confirmatory factor analysis, correlation analysis and structural equation model analysis, and the results found the followings: First, the quality of educational services had a positive influence on satisfaction with academic major with statistical significance. Second, the quality of educational services revealed a positive effect on career maturity with statistical significance. Third, satisfaction with academic major showed a positive influence on career maturity with statistical significance. Fourth, satisfaction with academic major revealed a partial mediating effect in the effects of the quality of educational services on career maturity. According to the above results, four hypotheses were all supported. It is anticipated that the study results would be available as the empirical data needed to improve the quality of college education services. They would also be useful in developing an efficient career development and employment plan for college students majoring in beauty.

Career Development and Employee Performance in Public Institutions in Rwanda: Case of Rwanda Housing Authority

This research looked at career development system through the lenses of personal growth, advancement and challenging responsibilities against Quality of services, Task’s completion, Team work, Dependability and reliability and Creativity of employee performance in Rwanda’s public institutions, with the Rwanda Housing Authority (RHA) case study. It was grounded on the Hertzberg and Vroom Expectancy Theories of career development. The study adopted a mixed design, combining a descriptive quantitative and a phenomenology qualitative design. The target population consisted of 108 respondents from whom 85 were statistically drawn using Yamane 1967 formula. The study found that majority of respondents believe RHA offers significant career growth opportunities and maintains an active career planning policy. The average response score of 4.45 suggests that respondents generally believe that career development efforts at RHA effectively influence employee performance. The regression analysis further quantifies this relationship, demonstrating that career development accounts for 42% of the variation in employee performance, reinforcing the crucial role that such initiatives play. The analysis of variance (ANOVA) corroborates this strong correlation, exhibiting statistical significance that points to career development as a substantial influencer of performance. In terms of specific impact, the coefficient of career development, 0.588, indicates that for every unit increase in career development, there is a near 0.6 unit increase in staff performance. The study recommends it is crucial to significantly invest in and emphasize career development initiatives, considering their key role in enhancing employee performance. These initiatives should include personalized career development plans, mentorship programs, and regular training sessions for all employees. Regular performance reviews and feedback sessions can help identify areas of improvement and direct career development efforts. Furthermore, all employees, regardless of their roles, should have equal access to these career development opportunities, promoting a sense of fairness and building a skilled workforce. It's also important to view career development as a central aspect of strategies aimed at employee retention, given its positive impact on performance and job satisfaction. Lastly, organizations should continually evaluate the effectiveness of career development initiatives, making adjustments as necessary to ensure their impact on performance improvement is maximized. Keywords: Career Development, Employee Performance, Personal Growth, Responsibilities, Quality of Services, Task’s Completion, Team Work, Dependability, Reliability and Creativity

Four Lessons Learned From Career Pivots in Academic Medicine.

Women in the fields of medicine and science often consider career pivots to transition out or transition up; in this review, we offer 4 lessons learned to make those pivots maximally successful. These lessons emphasize the need to honor the feeling that it is time to pivot, especially if you develop a strong sense of restlessness indicating you are in a space that no longer serves you; they also emphasize the importance of seeking the guidance of a mentor, sponsor, or coach. Although flexibility is a substantial part of the transition, it is important to have a road map in the form of a career development plan, and it is of utmost importance to complete the transition professionally.

Agency in academic promotion: self-oriented and socially-oriented strategies among Australian academics

ABSTRACT Although the nature of the academic profession and related career advancement has been well documented, little empirical evidence has been provided on the professional agency that academics employ to advance from one academic rank to another. Adopting an agency focus, this study therefore investigates what strategies academics adopt when seeking promotion. Through semi-structured interviews with 37 participants from a representative Australian university, the study identifies promotion seeking as a two-stage process involving two clusters of six interrelated strategies. A Framework of Agency in Academic Promotion (FAAP) is proposed, demonstrating how, with motivation to climb the career ladder, academics engage in both self-oriented and socially oriented strategies, initially to ‘become promotable’ and then to write a promotion application. The study confirms and elaborates the role of professional agency in academic promotion, supports the argument that strategies are an important enabler of agency, and contributes to the scarce empirical literature in this field. Academics and their managers, developers and mentors can use the FAAP model to craft promotion strategies and career development plans.

Modeling the information behavior patterns of new graduate students in supervisor selection

Choosing an ideal supervisor is an extremely important decision for new graduate students. This study explores new graduate students’ selection criteria, information sources, and characteristics of information behavior in their supervisor selection process. Guided by Corbin and Strauss's grounded theory, we conducted semi-structured interviews with 36 new graduate students and collected 2,395 posts related to the selection of a supervisor in an online community. We found that of the selection criteria, students focused on five supervisor characteristics: personality traits, research literacy, team resources, management ability, and teaching competence. Of the information sources, students consulted network sources most frequently, such as each potential supervisor's personal homepage, students’ personal networks, and social media. Our findings also identified fourteen characteristics of information behavior, including characteristics identified in previous studies (e.g., surveying) as well as three new characteristics: involving, including and excluding, and comparing. Finally, this study developed an information behavior model of new graduate students in the supervisor selection process, indicating that new graduate students’ career development plans are influenced by their career development expectations. These two constructs together affect students’ selection criteria, which has an effect on their information behavior. This study provides theoretical, practical, and methodological support for graduate education from an information behavior perspective.

Impact of communication competencies, job requirements and Academic performance on students' career development at the University of Hail, Saudi Arabia

Among the strategic competencies that will provide value to university students over the course of their career development plan are those that are relevant to both the needs of employers and the success of students in the classroom. This study aims to examine how students' communication skills, job requirements, and academic performance at the University of Hail, Saudi Arabia, affect their professional career development. An online survey was used to obtain the data collected for this study, which was then analysed with SPSS version 25 using multiple linear regression, making it a quantitative study. 210 students from Saudi Arabia's University of Hail were randomly selected to participate in this study's sample. Findings indicate that two of the three independent variables significantly affect the dependent variable. Therefore, a student's career development is significantly impacted by both job requirements and students’ academic performance, while communication competencies are not.