Chapter 9 - Career management theories Flashcards
(16 cards)
9.1 Introduction
It is important that public officials are SKILLLED for the public service to be effective
Career management is crucial for DEVELOPING . motivating, , and retaining public employees.
Career management ALIGNS with the public administration principles in Section 195(1)(h) of the Constitution.
supported
Public Administration Management Act, 2014 emphasizes the development of public servants to improve efficiency
The National Development Plan (NDP) calls for professionalization of the public service for Vision 2030.
9.2 Career management concepts
9.3 Career theories - ECELAT
Career theories consider EXTERNAL factors such education and the economy and
They are divided into CONTENT theories (focus on individual traits) and process theories (focus on career development stages).
Career theories help EXPLAIN how individuals make career choices.
Super’s process theory focuses on career choice as a LIFELONG developmental process.
Holland’s content theory emphasizes the ALIGNMENT of personality traits with suitable work environments.
These theories support the development of TAILORED career management strategies for individuals.
9.3.1 Super’s process theory - GGETESMMDD
The GROWTH stage (0-14 years) is about GATHERING information from role models, developing future visions.
The EXPLORATION stage (14-25 years) involves TENTATIVE career choices through social and academic exposure.
The ESTABLISHMENT stage (25-45 years) is where individuals STABILIZE in careers or continue exploring.
The MAINTENANCE stage (45-65 years) focuses on MAINTAINING career status and dealing with competition.
The DECLINE stage (65+ years) involves physical and mental DECLINE, leading to disengagement from work.
9.3.2 Holland’s theory - RAISSTCOELAC
Holland connects personality traits with career choices and environments.
He identifies six personality types: realistic, investigative, social, conventional, enterprising, and artistic.
Each personality type corresponds to certain career environments that suit these traits.
REALISTIC avoiding social careers and prefers practical work like mechanics or farming,
INVESTIGATIVE types favor scientific and analytical work like engineering or psychology.
SOCIAL types are drawn to careers involving helping others, such as TEACHING or social work.
CONVENTIONAL types excel in ORGANIZED environments like accounting or administration.
ENTERPRISING types thrive in LEADERSHIP roles, such as business or politics.
ARTISTIC types seek CREATIVE freedom, opting for careers in arts, writing, or music.
INFLUENCE ON CAREER CHOICES - CAVY
These theories are used in career COUNSELLING and human resource management.
Super’s model helps individuals ADAPT to changing professional circumstances and is useful in guiding individuals through life stages.
Holland’s theory is applied in VOCATIONAL assessments, where individuals’ personality types are matched with suitable career paths.
A YOUNG adult trying to decide between different career options might take a Holland-based personality test to determine which environment would suit them best.
9.4 Career anchors - TAMSESCL
TECHNICAL/functional competence focuses on excelling in a specific area of expertise.
AUTONOMY/independence values freedom in how work is conducted.
MANAGERIAL competence centers on MANAGING people and driving organizational success.
SECURITY/stability prioritizes JOB and financial security in career decisions.
ENTREPRENEURIAL CREATIVITY focuses on creating and running a business.
SENSE of service is motivated by a COMMITMENT to a greater cause or societal improvement.
CHALLENGE thrives on OVERCOMING difficult tasks and complex problems.
LIFESTYLE seeks a BALANCE between work and personal life.
9.5 Career patterns
9.6 Career Plateauing - SC PPPP
STRUCTURAL plateauing often results from a pyram HIERACHICAL pyramid where few positions are available for promotion.
CONTENT plateauing arises when employees MASTER their job and no longer find it stimulating or challenging
PARTIALLY plateaued employees still perform well but feel the institution does not provide enough OPPORTUNITIES for growth.
PASSIVELY plateaued employees LACK the motivation for further development and feel stuck in their roles
PRODCUTIVELY plateaued employees are HIGH performing but occasionally require motivation
PLEASANTLY plateaued employees are content with their position and prefer STABILITY over advancement or change.
POSSIBLE SOLUTIONS
The institution can take certain actions to address the problem of career plateauing. The following are possible solutions
- CHANGE the Structure of the Institution: Institutions can implement more flexible structures that provide alternative career paths, such as lateral moves or promotions based on skill acquisition and competency,
- CANDID Feedback: Feedback allows employees to identify potential career stagnation early and take steps to address it, either through skill development or exploring new roles within the institution.
- INDIVIDUAL Career Planning Opportunities: Providing employees with the resources to assess their own skills and career options can help them make informed decisions about their development and progress within the organization.
- JOB Rotation Programs : Implement job rotation programs to create opportunities for lateral movement. Job rotations expose employees to different roles within the organization, helping them gain new skills and experiences
- Career EXPLORATION: Promote a culture of career exploration where employees are encouraged to look beyond their current roles for new opportunities within the institution. This can include special assignments, cross-departmental projects,
- EDUCATION and Training: Provide employees with opportunities for continued education and professional development
9.7 Obsolescence
9.8 Practices that support career management programs
9.9 Overview of career management in the public service
9.10 Conclusion - Career theories
Super’s process theory and Holland’s theory provide comprehensive frameworks for understanding career choice.
Super’s developmental perspective shows that career choice is a lifelong process influenced by various life stages, while Holland’s personality-based approach helps individuals identify work environments that align with their intrinsic characteristics.
Together, these theories offer a holistic view of career development, helping individuals and counselors make informed, personalized career decisions.
9.10 Conclusion - Anchors & Plateauing
Career anchors and career plateauing are valuable concepts in the effective management of public sector careers.
By recognizing employees’ intrinsic motivations and addressing the potential for stagnation, public sector institutions can foster a workforce that is not only skilled and competent but also highly motivated and committed.
Through well-structured career management programs, public sector managers can ensure that employees continue to develop and contribute to the institution’s long-term success, thus fulfilling the broader objectives of public service.
