Pub Date : 1990-12-01DOI: 10.1108/EUM0000000003850
D. Turnipseed, Patricia H. Turnipseed
A study was conducted using two school districts in a state school system as example organisations to illustrate the formative effect of socialisation on climate. Interviews were conducted with superintendents and principals, while teachers completed questionnaires and documents were inspected. The results clearly illustrate a relationship between the socialisation practices of the two organisations and their climates. The subtle signals sent out by managers were largely responsible for the socialisation processes and it is suggested that managers from all organisations can create the same effects.
{"title":"THE FORMATIVE EFFECT OF SOCIALISATION ON ORGANISATION CLIMATE","authors":"D. Turnipseed, Patricia H. Turnipseed","doi":"10.1108/EUM0000000003850","DOIUrl":"https://doi.org/10.1108/EUM0000000003850","url":null,"abstract":"A study was conducted using two school districts in a state school system as example organisations to illustrate the formative effect of socialisation on climate. Interviews were conducted with superintendents and principals, while teachers completed questionnaires and documents were inspected. The results clearly illustrate a relationship between the socialisation practices of the two organisations and their climates. The subtle signals sent out by managers were largely responsible for the socialisation processes and it is suggested that managers from all organisations can create the same effects.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"391 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113998338","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-08-01DOI: 10.1108/09556219010140926
Stephen A. Stumpf
The techniques used in assessment centres business tasks, role plays, group discussion problems, in‐baskets, interviews – are now being integrated into realistic situations to form holistic business and environmental contexts in which participants individually and collectively perform. Observers work with participants to diagnose managerial skills by examining behaviours, interactions and approach to the issues and people within the simulated business. Seven large‐scale business simulations are detailed and discussed and examples of their use in two different organisations are outlined.
{"title":"USING THE NEXT GENERATION OF ASSESSMENT CENTRE TECHNOLOGY FOR SKILL DIAGNOSIS","authors":"Stephen A. Stumpf","doi":"10.1108/09556219010140926","DOIUrl":"https://doi.org/10.1108/09556219010140926","url":null,"abstract":"The techniques used in assessment centres business tasks, role plays, group discussion problems, in‐baskets, interviews – are now being integrated into realistic situations to form holistic business and environmental contexts in which participants individually and collectively perform. Observers work with participants to diagnose managerial skills by examining behaviours, interactions and approach to the issues and people within the simulated business. Seven large‐scale business simulations are detailed and discussed and examples of their use in two different organisations are outlined.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"258 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121955380","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-08-01DOI: 10.1108/09556219010144120
P. Hawkins, I. Barclay
A high proportion of graduates expect to leave their first employer within four years or less, many using their first appointment as a “stepping stone”. Graduate retention is therefore a key issue, and a growing problem, in long‐term corporate success. The ways in which organisations should meet the development needs of graduates in order to improve future retention rates are discussed. The concepts of Career Management and the graduate Career Product and its analogy with the new product development process are described. It is shown why, and how, companies must fully develop the internal elements of their Career Product in order to attract and retain suitable graduates. The key elements, as perceived by engineering graduates, are opportunities for career development, together with the challenging nature, and the content of their work. These aspirations reflect the need for companies to focus on career and job‐related factors as opposed to company specific information in attracting and recruiting graduate...
{"title":"CAREER MANAGEMENT AND THE CAREER PRODUCT: SUCCESS IN GRADUATE RECRUITMENT AND RETENTION","authors":"P. Hawkins, I. Barclay","doi":"10.1108/09556219010144120","DOIUrl":"https://doi.org/10.1108/09556219010144120","url":null,"abstract":"A high proportion of graduates expect to leave their first employer within four years or less, many using their first appointment as a “stepping stone”. Graduate retention is therefore a key issue, and a growing problem, in long‐term corporate success. The ways in which organisations should meet the development needs of graduates in order to improve future retention rates are discussed. The concepts of Career Management and the graduate Career Product and its analogy with the new product development process are described. It is shown why, and how, companies must fully develop the internal elements of their Career Product in order to attract and retain suitable graduates. The key elements, as perceived by engineering graduates, are opportunities for career development, together with the challenging nature, and the content of their work. These aspirations reflect the need for companies to focus on career and job‐related factors as opposed to company specific information in attracting and recruiting graduate...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122518120","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-08-01DOI: 10.1108/09556219010140818
P. Stevens
The need for, and the establishment of, a worklife counselling service in Australia is outlined. Initially set up for individuals made redundant one organisation is now developing other areas of counselling skills.
{"title":"OUTPLACEMENT IN AUSTRALIA","authors":"P. Stevens","doi":"10.1108/09556219010140818","DOIUrl":"https://doi.org/10.1108/09556219010140818","url":null,"abstract":"The need for, and the establishment of, a worklife counselling service in Australia is outlined. Initially set up for individuals made redundant one organisation is now developing other areas of counselling skills.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130145417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-08-01DOI: 10.1108/09556219010143301
J. Athanasou
A model of vocational interests based on actual work‐tasks is described for practitioners. It is suggested that a things versus people and data versus ideas dimension is descriptive of work as well as career interests. The influence of social learning on the development of interests is outlined and the work‐tasks model is related to the assessment of career interests.
{"title":"A FRAMEWORK FOR THE ASSESSMENT OF CAREER INTERESTS","authors":"J. Athanasou","doi":"10.1108/09556219010143301","DOIUrl":"https://doi.org/10.1108/09556219010143301","url":null,"abstract":"A model of vocational interests based on actual work‐tasks is described for practitioners. It is suggested that a things versus people and data versus ideas dimension is descriptive of work as well as career interests. The influence of social learning on the development of interests is outlined and the work‐tasks model is related to the assessment of career interests.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"56 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132360940","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-04-01DOI: 10.1108/EUM0000000003849
P. Philipson
In order to continue to attract and retain exceptional people and especially to meet new product marketing challenges, the pharmaceuticals company Mercke Sharpe & Dohme (Australia) Pty Ltd is incorporating motivated abilities patterning with job templating as key components in its career development system. The methods and benefits of optimally matching employees to jobs, the involvement of line managers in the creation of their area career development models and the current uses of motivated abilities job templating are described. Future applications are outlined and it is concluded that this technology will be a key to the company′s effective human resource management, improved profitability and continued success.
{"title":"CAREER DEVELOPMENT AND JOB TEMPLATING","authors":"P. Philipson","doi":"10.1108/EUM0000000003849","DOIUrl":"https://doi.org/10.1108/EUM0000000003849","url":null,"abstract":"In order to continue to attract and retain exceptional people and especially to meet new product marketing challenges, the pharmaceuticals company Mercke Sharpe & Dohme (Australia) Pty Ltd is incorporating motivated abilities patterning with job templating as key components in its career development system. The methods and benefits of optimally matching employees to jobs, the involvement of line managers in the creation of their area career development models and the current uses of motivated abilities job templating are described. Future applications are outlined and it is concluded that this technology will be a key to the company′s effective human resource management, improved profitability and continued success.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"215 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114849452","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-04-01DOI: 10.1108/09556219010136750
D. A. Norman
Pilkington Glass Ltd (PGL) operates in a rapidly changing world, and depends entirely on its managers to run and control its businesses. As part of a company strategy to improve profitability and develop management performance PGL examined how managerial skills were being acquired; decided what training and development activities the company should provide; analysed succession planning through to senior management; and asked the question, who is managing the managers′ careers? The article summarises their discussions and outlines their current programme of management development.
{"title":"MANAGING CAREERS AT PILKINGTON GLASS","authors":"D. A. Norman","doi":"10.1108/09556219010136750","DOIUrl":"https://doi.org/10.1108/09556219010136750","url":null,"abstract":"Pilkington Glass Ltd (PGL) operates in a rapidly changing world, and depends entirely on its managers to run and control its businesses. As part of a company strategy to improve profitability and develop management performance PGL examined how managerial skills were being acquired; decided what training and development activities the company should provide; analysed succession planning through to senior management; and asked the question, who is managing the managers′ careers? The article summarises their discussions and outlines their current programme of management development.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134467957","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-04-01DOI: 10.1108/09556219010003982
A. Mumford
The process of career planning is addressed with reference to learning opportunities in organisations. It is detailed that much managerial learning is informal and accidental rather than the result of the formal processes of management development. Some guidelines are given as to how this informal learning can be linked with formal learning experiences.
{"title":"MAKING A CAREER THROUGH LEARNING","authors":"A. Mumford","doi":"10.1108/09556219010003982","DOIUrl":"https://doi.org/10.1108/09556219010003982","url":null,"abstract":"The process of career planning is addressed with reference to learning opportunities in organisations. It is detailed that much managerial learning is informal and accidental rather than the result of the formal processes of management development. Some guidelines are given as to how this informal learning can be linked with formal learning experiences.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131562435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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