determination of career anchor is process of self-discovery
employees reaching thirty often realise their current careers are no longer what they want, this results in the experience called "quarterlife quandary"
Based on previous experience, individuals now know their competence and their needs and wants they won’t sacrifice.
If organisation ignores primary career anchor of employees, employees may leave organisation to fulfill their career anchor
organisations need people with divergent career anchors as they provide a flexible, diverse workforce
Attracting, retaining and motivating good quality employees is achieved by the employee receiving ongoing development though the provision of advice on which career options to strive for given their skills, interests and perceived potential.
important for individuals to be aware of their career anchors to ensure effective career development
relationship between career anchors and jobs/occupations
fit between employees dominant career anchor and their job perception, these employees experience higher quality of working life and job satisfaction
Peoples career anchors are significantly related to their life satisfaction, job/career satisfaction, sense of happiness and perceptions of work as a valuable activity.
2CAREER PATTERNS (Table 6.1)
influenced by career anchors and other psychological factors
person's work should be in harmony with his values and motives
Career success means different things to different people. An individual’s values explain the career path they have chosen before and may indicate a likely future choice.
person’s view of an ideal career is based on his underlying motives
2.1The linear career pattern
This person likes to climb the hierarchical ladder within a company and attaches great value to power, achievement, prestige and money.
Value leadership efficiency and logistics management as performance factors and prefer rewards like promotion, executive bonuses, high salaries, quick recognition and incentives.
This pattern is typical of a manager. Employees with this pattern are motivated by opportunities to make important things happen.
These individuals are facing a less friendly environment at the moment because of organisational changes in which the career ladder has become shorter and their prospects of moving up it have decreased.
2.2The expert career pattern
An individual under this pattern will stick to the career he has chosen and is unlikely to change it. The individual identifies with his work and values such as expertise, security and stability become overriding factors.
These individuals tend to sharpen their skills and want to achieve recognition for their contributions in the specialised fields e.g. doctors, lawyers, specialists.
Value quality, reliability, stability and technical competence as performance factors and rewards like fringe benefits, recognition and continual technical training.
These individuals’ job security and stable job descriptions are threatened by changes in organisations and the environment.
2.3The spiral career pattern
This individual will have gained experience in a number of fields, involving major career changes and permitting him to acquire new skills while making use of prior experience.
These people are often creative, strive for self-development and perform at their best in companies that are in a process of transition.
Major career movements from one field to another may be made every five to seven years.
Value creativity, teamwork and people development as performance factors and rewards like lateral assignments, cross training and creative latitude.
As organisations have become much more turbulent, employees with spiral careers are much more greatly valued.
2.4The transitory career pattern
These individuals thrive on variety and independence and may change careers frequently, possibly every two to four years.
Value speed adaptability and innovation as performance factors and prefer rewards like immediate cash bonuses, independence and autonomy, special temporary assignments and job rotation.
These people prefer the flexibility of working in their own time to the financial rewards of stable career patterns. These patterns are currently more acceptable in organisations.
2.5Career patterns and career development
Traditional organisational culture favors employees with spiral and transitory careers less.
Employees who are spiral or transitory oriented are more likely to progress in the current business environment where they are required to move and adapt quickly.
Employees with linear and expert career patterns are less comfortable in present job situation and face an unfriendly environment.
Organisations have different needs at different times and therefore a pluralistic approach to organization design that provide diverse career experiences would probably work best. It will maintain a mixed workforce to meet a variety of business demands.
Organizations have expert structure and value expert competence but provide linear rewards. Organisations should aim for a fit between career culture of organization and career pattern of employee and can be done by training the employee or adapting the organizations policies.
