CHAPTER 3

REVIEW OF LITERATURE

ARTICLE: 1

A BETTER WAY TO PLAN YOUR CAREER:

By Robert C. Pozen, November 29, 2012

This article offers a contemporary perspective on the themes of career planning, career
development and career pathing by highlighting the practices of an IT company. An
organization's productivity is not only measured in terms of profit, growth, new products and
customer satisfaction, but also in terms of employee satisfaction through effective career
planning and development initiatives. HR managers face numerous challenges on a continual
basis when it comes to improving career planning and development initiatives for an
organization's survival.

ARTICLE: 2

CAREER PLANNING AND DEVELOPMENT:

By Haywood BG, 01 May 1993.

The career planning process is often illustrated as the last step in an ever-changing work
environment. The technical, professional, managerial, and interpersonal skills to successfully
perform and succeed in this rapidly changing work environment are essential. There is a very
real and immediate threat that many of the professional skills that we have learned yesterday
and today will be obsolete and insufficient to cope with the inevitable changes in the future.
While most professionals are aware of the very real threat of skill obsolescence, few take the
opportunity to do definitive career planning regarding their future. The career planning process
is designed to help individuals examine their careers; evaluate their training and educational
needs; and develop some specific action plans to maintain, enhance, and reevaluate the
relevance of their professional and managerial skills in a work environment that values rapid
change and adaptation.

50
ARTICLE 3

REASONS TO MAKE A CAREER CHANGE:

By Dawn Rosenberg McKay, 25 January 2017.

The average person can expect to change careers several times in his or her lifetime. One reason
for all these career changes is that people often don't make informed choices. While making an
informed decision regarding your career is a good way to help insure that the career you choose
is right for you, it doesn't guarantee it. Even if you follow all the prescribed steps and choose a
career that is right for you, it may not remain your best choice forever. Here are some reasons
to consider leaving your current career for a new one. You Should Consider a Career Change
If : Your Life Has Changed, The Job Outlook For Your Career Field Has Become Poor, You
Are Experiencing Job Burnout, Your Job is Too Stressful, Your Work Bores You, You Want
to Earn More Money.

ARTICLE 4

CASE STUDY: JOB SELECTION AND CAREER PLANNING: UNWINDING THE

DILEMMA:

By Vijay G Padaguri, Journal Of Contemporary Research In Management July -

September, 2011.

Most of the people face career related dilemmas in the contemporary corporate scenario. This
is due several factors like the wider range of choices available to them, internally in terms of
different verticals and externally in terms of the plethora of companies, both established and
start-ups who are on a constant look-out for talent acquisition. The dilemma is more intense
and confusing for the B-School students. Making career decisions can be like a walk on the
tight-rope due to lack of experience and multiple, conflicting sources of information. They need
to understand the factors that need to be taken into consideration while selecting their first job,
prioritization of the job related factors and the decision making process. Proper career planning
isn’t easy and involves a lot of thought and right execution of ideas and decisions.

Even after getting the first job, people may want to change. The job may not meet their
expectations or they may not meet the expectations of the job or the company. One of the
typical examples is a sales job. But they need to make the changes necessary and carry on. This

51
case is a hypothetical case that tries to explore the career confusions and ways to deal with the
career confusions. It also throws some light on mid-career changes and adapting to new
environments and new responsibilities. The case is written in a dialogue format between the
three characters of the case, Vinay, Mukul and Vamsh. The case transcends across areas of
recruitment and selection, individual and organization behavior and personal growth and inert-
personal effectiveness. The prime motive is to bring out career confusion scenarios and also
solutions.

ARTICLE 5

A STUDY ON SKILL DEVELOPMENT OF EMPLOYEES BY CAREER PLANNING

IN NEWSPAPER INDUSTRY:

By K. Nithyavathi & Dr. N. Shani, Journal Of Contemporary Research In

Management October - December, 2011.

Newspapers shape the nation and it holds true for India as well. Even before India got
independence, newspapers played a major role in spreading the issue of independence. Today,
India has over 300 big newspapers, besides hundreds of medium and small-sized ones. And the
number is increasing almost every day as existing newspapers. In all part and historic evolution
in the entire world had to say the stories of success through the print media and newspapers.
Newspapers are the unfound publication issued at regular intervals that seeks to inform, explain
and interpret, influence and entertain. So they are the easiest way to spread the ideas and it
should generate better results than all other Medias.

As per this study, Career planning is an integral part of manpower planning which is an
important part of corporate planning. Manpower planning cannot be effective without proper
career planning. Similarly, manpower planning provides valuable information to facilitate
career planning. The term skill development refers to over development of a job required
activities. Skills and knowledge are the driving forces of economic growth and social
development of any country.

52
ARTICLE 6

CAREER PLANNING PROCESS AND ITS ROLE IN HUMAN RESOURCE

DEVELOPMENT:

By Eliza Antoniu, Annals of the University of Petroşani, Economics, 10(2), 2010,

13-22.

This paper addresses specific questions on career planning, activity which plays an increasingly
representative role in the human resources management. People were always concerned about
choosing and building careers to meet their needs and aspirations. Career planning process
involves both individual and organization responsibility. In the contemporary business
environment, highly competitive, we find that career management responsibility rests
increasingly on the individuals. Organizations also play an important role; its need to have and
maintain a competent staff, considered as the main source for obtaining competitive advantage,
most advanced companies develop and apply an integrated management career system,
beneficial both for themselves and for their employees.

ARTICLE 7

A REVIEW OF ORGANIZATIONAL AND INDIVIDUAL CAREER MANAGEMENT:

A DUAL PERSPECTIVE:

By Phathara-on Wesarat, Mohmad Yazam Sharif, Abdul Halim Abdul Majid,

International Journal of Human Resource Studies ISSN 2162-3058 2014, Vol. 4, No. 1.

This paper views career management as a combination of both organizational career

management (OCM) and individual career management (ICM). It highlights the important
impact of career management on personal and organizational successes. It also emphasizes on
the effective career management which fosters personal career growth and sustains
organizational competitive advantages. At the personal level, the notion of career management
brings forth the employee’s capability to develop a career in the workplace. Likewise, it
provides organizations with the ability to proactively respond to the rapidly changing
organizational environments. This paper differentiates between OCM and ICM that could lead
to a clearer understanding of the two terms. The concept of career management is important to
academics and practitioners who are involved in this area.

53
ARTICLE 8

UNDERSTANDING CAREER PLANNING: A LITERATURE REVIEW

By Mubashar Farooq Tanoli, 24 October 2016.

In current and modern era Career Planning has been the focus of the many researchers and they
targeted various aspects where it can bring the change to create the difference from monotonous
old and least productive methods. In the literature covering number of aspects relevant to it we
have analyzed that all the contributions made to it still have a room to add more important
concepts elaborating and explaining its contribution to more fields of life. People from around
the globe are consistently working and flourishing the concept of career planning and
broadening and spreading its concepts and values.

In literature contributing to work life environment it has overwhelming impact on

strengthening employee’s commitment not only with his/her own job but also with the whole
environment in their surroundings; hence, they share and contribute their experience with
everyone. Their Commitment brings employees closer and they collectively and effectively
support each other. In turn they not only change or modify the shape of their routine outputs or
achievements but also contribute with others to accomplish their tasks with the same passion.
Career Planning has an overwhelming influence over the academic institutions and their
activities as it starts from adolescents and continue till work life experience. If it continues its
contribution than within a few coming years every single of this world who will be capitalizing
it will be able to achieve their goals and emerging needs.

ARTICLE 9

FIVE PROCESSES OF CAREER PLANNING:

By Kris Magnusson, 09 March 2015.

The five processes model has been used with a variety of groups (e.g., Native Canadians in
northern communities, street kids in urban settings, inmates of correctional facilities, youth in
schools, and adults in transition). These groups often reported disenchantment and
disillusionment with available career planning services. However, the initiation exercises
excited them, increasing their hope and nurturing their dreams. This excitement led to vigorous

54
and thorough exploration--even the most reticent clients were captivated by processes which
allowed them to explore their passions in meaningful ways. Having found a focus for their
passion, they were more committed to planning ways to realize their dreams and were more
likely to follow through with their plans. Because they understood each process as it
developed, they became less reliant on formal counseling. The seeds of self-sufficiency and
adaptability were planted. The dynamic nature of the occupational scene demands a dynamic
system for career planning interventions; one that attends to issues of client uniqueness and
personal meaning. By focusing on the critical career planning processes, counselors allow
themselves the flexibility to attend to unique client needs.

ARTICLE 10

INTRODUCTION TO THE CAREER PLANNING PROCESS:

By Frank J. Minor, Career Dimensions, Inc., Copyright © 2014.

In today's world of rapid change, transformation and progress, new career paths are constantly
unfolding, traditional ones are being changed and shifts are taking place in occupation skills
and educational requirements. These changes are a result of new technology, modifications in
organizational design and the trend towards global business operations. With all these changes,
you might ask "What is the point of planning ahead by developing a career plan?" It is
important to be ready for change with a set of career goals, strategies and options based on your
interests, personality, values and skills. Once you have a plan, you will be equipped to manage
your career and take advantage of changes in the economy and job market rather than becoming
a victim of change.

ARTICLE 11

ORGANIZATIONAL CAREER PLANNING AND MANAGEMENT TECHNIQUES

AND ACTIVITIES IN USE IN HIGH-TECH ORGANIZATIONS:

By Yehuda Baruch, Career Development International, Vol. 1 ISSN 1 pp. 40 – 49,

20 July 2016.

The present study has dealt with career planning and management techniques and concentrated
on a comparison between the organizational and the employee’s point of view. Comparison
between the situation in Israel and the UK was suggested too. The outcome is of considerable
importance, since the research involved 60 high-tech organizations, and included 846 managers

55
and the like in those organizations; and points out several meaningful findings. First, the
frequency of use of the different techniques, which in itself is an information uncovered in past
works. The results indicate low level of acquaintance of employees with the techniques, and
perhaps subsequently, far below the expectations of HRM theorists and practitioners. Perhaps
the most interesting question to be examined is: why are some practices used more than others?
The answer could be connected to the fear of organizations from creating career expectations
within their employees. These concerns grow even more in a time of recession on one hand,
and changes and instability in business life on the other hand. Long-term planning becomes
more difficult, sometimes irrelevant, and organizations mainly tend to plan career
developments in the short term. Even if planning long-term developments, these will be
presented and discussed in vague and non-committing ways.

ARTICLE 12

CAREER DEVELOPMENT AT GM: ACCELERATING CAREERS THROUGH

CORE VALUES AND CONVERSATIONS:

By Mimi Brent and Adela Perez, Career Planning And Adult Development
Journal, Volume 31, Number 3 ISSN 0736-1920, 2015.

With the impending exodus of Baby Boomer employees, and the need to stay current with rapid
technological advances, it is important, now more than ever, to develop employees in order to
prepare them for key positions in the organization. First identified in a 1997 McKinsey study,
The War for Talent is upon us, and we must fight for it. Keeping our employees developed
and engaged is the key. In fact, feedback from a 2012 Workplace of Choice survey at General
Motors drove the organization to place special attention in 2013 on enterprise-wide actions.
These actions included the development of core values, closing employee engagement gaps
and building effective career development resources for global employees. Recent focus has
included the communication of GM’s core values, further development of global career
development resources, conducting a second (2014) Workplace of Choice global employees
survey to measure and manage progress, and continuing support of women advancement
programs. This article addresses how GM is providing innovative career development
resources to more than 70,000 early, mid and late career employees at nearly 400 locations on
six continents to recruit and retain the world’s best talent.

56
ARTICLE 13

LEARNING AS A RESOURCE TO CAREER DEVELOPMENT:

By Steve Graham, Career Planning And Adult Development Journal, Volume 31,
Number 3 ISSN 0736-1920, 2015.

Workplace learning In the Broadcast Industry: A Resource to Career Development Workplace

learning enhances organizational performance and is an asset in career development. In our
organization, a national broadcasting organization, we stress the development of the whole
person. There is an intentional effort to go beyond developing basic skill sets, to help our team
members grow as professionals. We have experienced that learning has a direct connection to
employee engagement. We have seen this to be especially true with our millennial team
members. People like to grow and they seek opportunities for development in the workplace.
Learning is valuable to those seeking a career transition. There is an old argument that if we
invest in our talent, they may leave. As an organizational leader, I understand we should be
more concerned about the impact of not developing talent. Investing time into career
development must be authentic. In our organization each member of the management team
understands their responsibility to develop talent and using annual reviews to create a
development path. My advice to every new hire is to invest in learning opportunities. Follow
where your passions are guiding you and your natural talents are strong.

ARTICLE 14

A "WOW" APPROACH TO SELF-DIRECTED EMPLOYEE CAREER

DEVELOPMENT:

By Katy Piotrowski, Career Planning And Adult Development Journal, Volume

31, Number 3 ISSN 0736-1920, 2015.

Seven of 10 employees don’t feel connected to or engaged in their jobs. This gloomy statistic
comes from Gallup, Inc.’s 2013 State of the American Workplace survey, and of the 12
questions asked of the 350,000 respondents, three are strongly related to a worker’s belief that
they are developing in their careers. For example question six asks, “There is someone at work
who encourages my development,” question 11 asks, “In the last six months, someone at work
has talked to me about my progress,” and question 12 asks, “This last year, I have had
opportunities at work to learn and grow.” Twenty-five per cent of the survey’s employee-

57
engagement questions are career-development related, and an average of 70 per cent of the
respondents feel as though their employers are failing them in arena. Raising employee
engagement is a priority for growth-driven organizations in their quest to improve results for
both the organization and their workers. This article explores one approach to boost
engagement through self-directed employee career development strategies, providing an
avenue for workers to take more control of their career progress in areas such as increasing
their sense of meaningfulness, building skills in areas that are satisfying to them, seeing marked
progress along a development path, and believing that their management team supports their
growth.

ARTICLE 15

INTERNAL SUCCESSION PLANNING:

By Denise Caleb, Career Planning And Adult Development Journal, Volume 31,
Number 3 ISSN 0736-1920, 2015.

Career development has multiple facets. As one’s career emerges within an organization, there
needs to be a formula or structure to make the developmental path sustainable. An important
developmental practice that can be used to provide structure, particular to large corporate
organizations, is the framework of succession planning. The first decision is how the corporate
culture plans to approach certain career development practices; most importantly, whether an
internal or external succession planning philosophy will be adopted. As a Human Resource
(HR) Field Executive and Practitioner in the corporate retail pharmacy, internal succession
planning was a vital means I used to create sustainable career paths and development strategy
given the climate of the health care industry and organization. When selecting the practice of
internal succession planning, it is important for mangers to truly understand what impact the
process will have on the culture and the employee population. An internal successor is typically
an employee who grows up within the organization, working in an entry level or mid-
management role six months or more prior to being promoted as an internal successor.
Succession planning for this individual could be formal or informal, ranging from replacement
to developmental succession planning (Caleb, 2014). In my career, as a HR Executive in a
Retail Pharmacy environment the leading practice I used was internal succession.

58
ARTICLE 16

CHANGE YOUR FOCUS, CHANGE YOUR TEAM: AN INTEGRATED,

STRENGTHS-BASED APPROACH TO CORPORATE CAREER DEVELOPMENT

By Marie Zimenoff, Career Planning And Adult Development Journal, Volume

31, Number 3 ISSN 0736-1920, 2015.

As global economic pressures increase, companies are continually seeking opportunities to be

more innovative, develop customers into brand ambassadors, and attract the best talent. Recent
human resource trends have highlighted employee engagement as a critical element for
achieving company goals and positive outcomes. Data supporting the relationship between
employee engagement, career development, and critical business metrics is plentiful. As such,
savvy organizations are creating a robust workforce by engaging employees through career
development opportunities and onsite leadership training.

Human resources or internal career coaches looking to build such strategies will continue to
create value by building programs that connect employee development with corporate goals,
talent gaps, and performance measures and designing systems to capture meaningful metrics,
including customer service, innovation or innovation culture, and the true organizational cost
of employee turnover.

ARTICLE 17

CORPORATE CAREER DEVELOPMENT: FUNDAMENTALS

By Paulette Fried, Career Planning And Adult Development Journal, Volume

31, Number 3 ISSN 0736-1920, 2015.

A corporate career development program is not only an employee development service, but
also a corporate climate-sensing opportunity. Cross training programs (i.e. across functional
domains, through stretch assignments and via special projects) are advantageous for employee
development and for corporate flexibility in dynamic times and environments. Once involved
in coaching (and having had their own insights deepened), it is not unusual for mangers to
promote individual and team development for their people. Employees’ thinking about career
development shifts from one of promotion to one of good position-employee fit. Regardless of
whether a leader-client begins coaching to focus on their own career development or to become
a better coach to their employees, both will naturally come up in the course of the coaching

59
experience. Career development helps prevent valued employees from resigning, retiring in
place or becoming negative or cynical. Having well qualified, highly dedicated and impactful
Career Services staff is an essential component.

ARTICLE 18

SENIOR HIGH SCHOOL CAREER PLANNING: WHAT STUDENTS WANT

By Kim Witko, Kerry B Bernes, Kris Magnusson and Angela D Bardick, Journal
of Educational Enquiry, Vol. 6, No. 1, 2005.

This study used the Comprehensive Career Needs Survey to assess the career planning needs
of 2360 senior high school students in Southern Alberta, Canada. This article examines how
senior high school students perceive the relevance of career planning, who they feel
comfortable approaching for help with career planning, and what help they would like during
their career planning. Results indicated that career planning is important to high school students
and they are likely to approach their parents first for help with career planning. Students in
grades 10 through 12 indicated that specific information regarding courses, post-secondary
information and careers would be helpful. Grade 12 students also expressed a desire for
improved career counselling and increased work experience. Implications for teachers, school
counsellors, parents and community services are discussed.

ARTICLE 19

EFFECTIVENESS OF A CAREER TIME PERSPECTIVE INTERVENTION:

By Kathy WhanMarko, Mark L. Savickas, Journal of Vocational Behavior

Volume 52, Issue 1, February 1998, Pages 106-119.

The present study tested the effects of a time perspective intervention designed to increase an
individual's orientation to the future. Because a future orientation constitutes a fundamental
dimension in career choice attitudes and competencies, the intervention should, in addition to
increasing future orientation, foster career development. Accordingly, the outcome measures
addressed both future orientation (i.e., temporal continuity and optimism about the
achievability of future goals) and career planning (i.e., planful attitudes and planning
outcomes). The intervention was administered, separately, to two groups of tenth-grade
students and two groups of college freshmen. The experimental groups, when compared to

60
control groups, exhibited statistically significant increases in future orientation as they
improved their sense of continuity between the past, present, and future and enhanced their
optimism about the future. The intervention produced its largest effect size (.77) for more
highly developed attitudes toward career planning among the experimental group. The
intervention, however, did not immediately affect the quality of the students’ planning
outcomes.

ARTICLE 20

INDIVIDUAL CAREER PLANNING: MANAGERIAL HELP FOR SUBORDINATES

By James W. Walker, Business Horizons Volume 16, Issue 1, February 1973,

Pages 65-72.

Personal career expectations have risen, and more individuals are showing initiative and
demanding career opportunities. Turnover is increasing, and white-collar unions have been
suggested. The author suggests that managers provide adequate support and guidance for
individual career planning through human resource planning and development. Career
planning begins with choices concerning occupation and organization, the job assignment,
performance and development, and, ultimately, retirement. Management supports these
choices through the way it attracts, recruits, and orients new talent; matches individual interests
and talents with opportunities; helps individuals perform effectively and develop their
capabilities; and helps individuals prepare for a satisfying, secure retirement. The author offers
several guidelines for influencing career behavior, the core of the human resource management
process.

61