Organizational Career Management: Researching at Managerial Philosophy level/GESTION ORGANISATIONNELLE DE CARRIERE : RECHERCHE AU NIVEAU PHILOSOPHIQUE DE GESTION
Bibliographic record
Abstract
Abstract The research on organizational career management is much less than career self-management. There are several taxonomies on dividing organizational career management, but lack at Philosophy level. At managerial Philosophy level, the enterprise can accept not only collectivism or individualism but also equilibriumism value. With collectivism or individualism value, what the enterprise develops is non-systematic organizational career management. While with equilibrium value, the enterprise may develop systematic career management. Key words: Equilibriumism, Career development, Organizational career management Resume: Les recherches sur la gestion organisationnelle de carriere sont moins nombreuses que celles sur l'auto-gestion de carriere. Il y a plusieurs categories de gestion organisationnelle de carriere, mais au niveau philosophique il n'y en a pas. Au niveau philosophique de la gestion, l'entreprise peut accepter non seulement le collectivisme ou l'individualisme, mais aussi la conception de valeur d'equilibrisme. Avec le collectivisme ou l'individualisme, ce que l'entreprise developpe est la gestion organisationnelle de carriere non-systematique. Alors avec l'equilibrisme, l'entreprise peut developper la gestion systematique de carriere. Mots-Cles: equilibrisme, developpement de la carriere , gestion organisationnelle de carriere, gestion systematique de carriere, gestion organisationnelle de carriere non-systematique INTRODUCTION Boerlijst (1984) claimed that the career as a whole began to receive real attention only in the 70' s last century. More systematic study of careers has arisen since. The term career is often used to describe an employee's sequence of experiences and roles in work-related organizations, where career success encompasses subjective and objective aspects of achievement and progress of an individual through an organization or an occupation (Melamed, 1994). Super and Bohn(1970) view a career as a series of jobs or work-related positions during the course of a person's life. HaIl(1 976) adds the notion of work-related attitudes and behaviors. Van Maanen (1977) viewed career as a series of distinct experiences which may be related and which comprise an individual life. Following from this definition, then, is the notion of career as a series of one's working experiences. Greenhaus (1987) defined career as the pattern of work-related experiences that span the course of a person's life. Work-related experiences include objective events or situations such as a series of job positions, job duties or activities, and work-related decisions, and subjective interpretations of work-related events (past, present, or future) such as work aspirations, expectations, values, needs, and feelings about particular work experiences. Gutteridge and Otte (1983) surveyed 40 organizations and pointed out that organizational career management(OCM) include many practices, such as career planning workshops, career workbooks, career counseling and so on. OCM is concerned with the organization carrying out activities relevant to the career development of its employees. The importance and prominence of OCM has been recognized by many scholars. Despite the unfashionability of organizational careers, it is still important to take the organizational viewpoint into account in understanding career practices in order to put the newer, more individual views into context (Baruch & Peiperl, 2000). An earlier survey by Walker & Gutteridge (1979) identified 10 OCM activities, although some of these were closer to other aspects of human resource management than to OCM (e.g. recruitment, work-family interface). Some aspects of OCM practices and activities had been discussed by Gutteridge and Otte (1983), they surveyed 40 organizations and pointed out that OCM include many practices: career planning workshops, career workbooks, career counseling/career discussion approaches, job posting, skills inventory, career pathing, succession planning, career resource centers and outplacement counseling. …
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How this classification was reachedexpand
Full frame machine prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. The Gemma side is a direct model label for every work in the frame, read from the title-only record. The Codex side is a classifier learned from the 10,348 direct Codex labels and calibrated to design-weighted sample rates; fields without enough sample support carry no Codex call. Candidate is the union of the two sides; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels.
Distilled classifier scores by category (both heads)
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.015 | 0.014 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.001 |
| Bibliometrics | 0.003 | 0.004 |
| Science and technology studies | 0.002 | 0.008 |
| Scholarly communication | 0.007 | 0.007 |
| Open science | 0.001 | 0.003 |
| Research integrity | 0.002 | 0.003 |
| Insufficient payload (model declined to judge) | 0.007 | 0.001 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one source (direct Gemma or distilled Codex), not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".