Previously, career management of employees was the responsibility of organizations but after 1980s, Michael Porter came up with his five Competitive Forces. Due to his concept of Cost Effectiveness as a competitive strategy, many American companies changed their organization and management systems to become more cost effective and competitive by mass downsizing of their employees.
After this breach of psychological contract between employees and employers, employees had extreme feelings of betrayal and psychological distress resulting in antipathy and cynicism. Afterwards individuals thought that organizations are not loyal to them and breached promises regarding job security but took decision of career management in their hands as a vengeance. As human being, we have a belief that everybody is a master of his own destiny and it is his right to take decisions in his own life even in case of career organizations can provide mentoring training and coaching and no one can infringe on this right.
In reality, individuals must own their careers, their attitudes and aspirations. However, if organizations want to engage and retain its pro-active, career-focused individuals they should need to consciously create a supportive organizational culture that allows them to develop their career trajectory and provide job fulfillment and job satisfaction. Experience states that effective career management involves a three-way partnership among the employee, the line manager and the HR. The employee needs to take the lead, identifying his or her career aspirations/preferences and carrying out self-assessment of strengths, weaknesses and needs in light of those aspirations.
Ideally, the HRs role is one of the actively supporting and facilitating career management activities, focusing on the employee and manager.
The turnover in organization varies from industry to industry as it is found that high a turnover is common in private sector as compared to public sector levels. It varies from region to region. In the private sector, there is a functional turnover while in public organizations there is dysfunctional turnover. Highest rates are usually found where unemployment rate is low and alternative opportunities are more attractive as well as available. The turnover is costly for organizations since it requires different cost to take account such as admin, recruitment and selection.
Alternative employment opportunities attract them to quit previous job if they feel dissatisfaction from present job or personal circumstance, like relocating with their partner. Generally, lack of training as future growth is a major reason for quitting current job. People give precedence for security of jobs. The companies cannot retain employees by signing bonds because this is a short-term solution for retention. As it is the employees right to choose career path it is not possible to stop the willing person who wants to leave if he/she gets a better opportunity elsewhere. Solution for this is employees should be intrinsically and extrinsically motivated by positive reinforcement, if this strategy is not applied then it creates negative impact on employers brand.
The writer is Researcher at COMSATS Institute of Information Technology CIIT, Islamabad
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