Complete An Annotated Bibliography: Individual vs. Organizational Careers

Individual vs. Organizational careers
Name
Course
Instructor
Date
De Vos, A., Dewettinck, K., & Buyens, D. (2006). Organizational versus individual responsibility for career management: Complements or substitutes? (No. 06/373). Ghent University, Faculty of Economics and Business Administration.
The researchers focused on the relationship between organization and individual career management in the workplace. The HR personnel identify committed staff to employ, while there have been changes in career management. Organizations are expected to support their staff for career development as this improves career satisfaction. The researchers also hypothesized that both individual and organizational career management aspects interact because of improved organizational commitment. Career self-management is common more than ever before, as this influences career success. However, organization responsibility for careers cannot be ignored. The case for organizational career management is that on-job training improves the workers competency as they contribute more in the workplace.
Career self-management processes are associated with higher expectations about the employers’ ability to facilitate career expectations. Hence, organizational career management practices cannot be ignored, since broken promises affect an individual’s development since there are low expectations. The more committed the individual is, the more likely that they will aspire for career success, and this is dependent on career self-management and the workplace environment. The human resource supports the staff initiatives to achieve career success, but the individual’s drive for career progression spurs them to learn, and gain experience. Staff members relying on individual career management processes are likely to seek advice at the workplace, as they engage in networking behaviors and are more motivated.
De Vos, Dewettinck, & Buyens (2006), pointed out that individual and organization career management processes are complementary rather than substitutes. Career self-management moderates both employee outcomes and organizational career management, since employees are actively involved in achieving their career goals. Consequently, they place a hi...