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A STUDY OF THE CHARACTERISTICS AND TYPICAL CAREER PATTERNSS
OF TECHNICAL WHITE-COLLAREMPLOYEES
-FOR EFFECTIVE CONTINUING EDUCATION ANDCAREER DEVELOPMENT-
2004.3.20
Polytechnic University of Japan,Kanagawa,[email protected]@uitec.ac.jp
Case Study No.1
Case Study No.1
Case Study No.2
Case Study No.2
An analysis of generalist career development at manufacturers will be more helpful than for the R&D specialist career paths that are considered simpler.
When the responsibility for career development is shifting from company to individuals, the generalist's career-development patterns based on individual designs may be a useful clue for the technical white-collar employees to design their own paths.
An analysis of generalist career development at manufacturers will be more helpful than for the R&D specialist career paths that are considered simpler.
When the responsibility for career development is shifting from company to individuals, the generalist's career-development patterns based on individual designs may be a useful clue for the technical white-collar employees to design their own paths.
1. Introduction
2. Hypothesis
In the case of the career path of those who are not technical professionals at large enterprises, it becomes similar to the so-called 'generalist type' which employee experience in two or more departments by making a core of the career at the department related to a specialty learned in school.
Although the department taken charge of in an upper managerial position has a weak relation with the department where employees have gained experience in early stages of their career, it has a strong relation with the department experienced in later stages of career.
In the case of the career path of those who are not technical professionals at large enterprises, it becomes similar to the so-called 'generalist type' which employee experience in two or more departments by making a core of the career at the department related to a specialty learned in school.
Although the department taken charge of in an upper managerial position has a weak relation with the department where employees have gained experience in early stages of their career, it has a strong relation with the department experienced in later stages of career.
3. Method
The data was obtained by the research project about the career of white-collar employees which the White-collar Career Development Promotion Center carried out in 1996.
a) History of the change between departmentsb) Experienced department and positionc) Contents of jobsd) Method of ability developmente) Degree of familiarity of present job
The data was obtained by the research project about the career of white-collar employees which the White-collar Career Development Promotion Center carried out in 1996.
a) History of the change between departmentsb) Experienced department and positionc) Contents of jobsd) Method of ability developmente) Degree of familiarity of present job
Table1
Director En/Ps Total
Information 12 18
Production control 10 16
Distribution control 5 11
Etc. 22 113
Total 49 158
Fig.1
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Inf Pr Di Sa Ad Int Pu HRD Ge Ac
4. Resurt and examination
Past
present
SalesPro
d .Dis
t .Info.
Sales 29.2 25.0 0.0 41.7
Prod .
3.8 69.8 0.0 28.8
Dist .
10.0 22.5 32.5 17.5
Info. 2.1 2.1 1.0 87.5
When the responsibility for career development and ability development is shifting from enterprise to individuals, the generalist career-development patterns based on individual designs may be a useful clue for the technical white-collar employees to design their own paths.
When the responsibility for career development and ability development is shifting from enterprise to individuals, the generalist career-development patterns based on individual designs may be a useful clue for the technical white-collar employees to design their own paths.
5. Conclusions
Case Study No.3
Case Study No.4