Personal Career Management

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Table of Contents

Introduction
My Career Path
My Key Sources of Motivation
List of References

Introduction

Career Management (CM) ‘is a powerful process used by employees to monitor their strengths in order to achieve their career goals’ (Whymark & Ellis, 1999, p. 119). Students and employees ‘can use CM to analyse their personal interests, expectations, values, weaknesses, and capabilities’ (Bratton & Gold 2007, p. 72). This knowledge will make it easier for them to formulate the best career objectives and goals. Job-seekers can use the CM concept to gather the best information about the targeted industry or company. Employees should establish favorable action plans in order to achieve their goals. Career Management (CM) makes it easier for employees to predict their short-term and long-term goals. This essay gives an analysis of my career path.

My Career Path

Traditional Versus Protean Career

A person can have a protean or traditional career depending on the targeted objectives. I am currently working as a Personal Assistant (PA) in an Asian multinational company. I am planning to retain this position because it fulfills most of my career goals. The position of a PA ‘can be described as a traditional career’ (Pilbeam & Corbridge 2010, p. 27). My current position revolves around this organization. I have been working as a PA for several years. The position ‘has made it easier for me to complete different managerial duties’ (Bratton & Gold 2007, p. 76). I have acquired new skills and competencies that support my career goals.

My efforts have encouraged every leader to manage his or her time properly. I have also handled different administrative and secretarial roles in the firm. It is my obligation ‘to complete every task in a professional manner’ (Whymark & Ellis, 1999, p. 119). I have always maintained the highest level of confidentiality. These attributes have made me a successful Personal Assistant (PA). I always work closely with different managers and organizational leaders (Bratton & Gold 2007). This role has made it easier for me to promote the company’s goals.

My duties and roles revolve around our organization. I have been examining the issues affecting the company. It is my duty to ensure every manager achieves his or her goals. I always work hard in order to ensure the company becomes competitive. This position ‘is part of every traditional organisational hierarchy’ (Cascio & Aguinis 2011, p. 63). Personal Assistants (PAs) make it easier for different firms to achieve their goals. Such efforts and abilities will eventually make me successful. This move will eventually support my career goals.

I am currently working hard in order to widen my leadership and administrative competencies. I will use my competencies to support the company’s goals. According to Cascio and Aguinis (2011, p. 63), ‘mobility for this position is vertical in nature’. Personal Assistants (PAs) should have the required skills in order to become successful. PAs should have formal training and dedication. These aspects explain why my position is that of a traditional career.

How I Will Manage my Personal Development

Many employees work hard in order to develop their careers. Career development is ‘necessary because it encourages individuals to undergo various stages of growth’ (Dessler 2005, p. 54). Personal Career Development (PCD) is a powerful process that supports the professional goals of an individual. I have already completed the first stage of my career development. This stage ‘is called exploration’ (Dessler 2005, p. 56).

I have also gained appropriate interests and skills that can make me successful. I have also identified the gap between my competencies and every future goal. My current activities include ‘helping and supporting the leadership objectives of every manager’ (Millmore et al. 2007, p. 107). I always follow various directions in order to support the goals of our company. These practices have widened my competencies as a Personal Assistant (PA).

I am planning to redefine my career objectives in the future. I am now focusing ‘on the most important issues such as career growth and job security’ (Millmore et al. 2007, p. 107). This process will make it easier for me to have a better personal philosophy. Work-life balance is also a useful concept that can support me in the future. I am currently making independent contributions without relying on different guidelines. My managers have also rewarded me for ‘completing every organisational activity in a professional manner’ (Lamb & Sutherland 2010, p. 304). I have embraced this practice in order to improve my managerial skills and competencies.

I have also embraced new practices in order to support my career. It is appropriate to reexamine the major practices that can make me successful (Redman & Wilkinson 2009). I will also highlight the most appropriate competencies to support my goals. I will also identify new concepts that can support my career objectives (Armstrong 2007). For example, I have been reading numerous articles and books in order to become a competent leader. I have also understood why managers and Personal Assistants (PAs) should reexamine the external issues affecting their companies (Millmore et al. 2007).

I have also been updating my current skills in order to become successful. Learning is a ‘continuous process that equips individuals with better concepts and evidence-based ideas’ (Lamb & Sutherland 2010, p. 304). Such ideas encourage individuals to address the challenges affecting their companies (Sloman 2007). I have also widened my knowledge using various policies and practices. For instance, I have undertaken various courses in order to engage in ethical business practices. This practice has encouraged me to embrace the issue of Corporate Social Responsibility (CSR). I have understood why multinational corporations should engage in ethical business practices (Harrison 2006). The approach will make such companies profitable and admirable.

I will use new strategies in order to widen my skills as a Personal Assistant (PA). This practice explains why I am planning to achieve greater goals in the future. I want to become a manager in the future. Maslow’s Hierarchy of Needs Theory also supports this argument. The ‘last stage of Personal Career Development (CPD) is disengagement’ (Pilbeam & Corbridge 2010, p. 47). I will also promote the concept of work-life balance in order to achieve the best career goals. The above CPD will eventually make me a successful organizational leader. This discussion explains why ‘learning should be a lifelong process’ (Marchington & Wilkinson 2008, p. 63). Organizational leaders should therefore be ready to improve their competencies and skills. This approach will make successful business leaders.

My Key Sources of Motivation

One of the ‘leading sources of motivation is money’ (Noe 2012, p. 62). Many employees look for better jobs in order to fulfill their potentials. Good salaries and remunerations will attract many individuals to a specific company. Money is ‘one of the best sources of human motivation’ (Pilbeam & Corbridge 2010, p. 87). I strongly believe that a better salary can support my needs. I have been working hard in order to get the best allowances and remunerations. I am also widening my competencies in order to get new promotions (Sloman 2007). This goal will make it easier for me to achieve my best career objectives.

I have been working hard in order to establish the best relationships with my managers and employees. I have embraced ‘the best skills such as effective communication, problem-solving, and teamwork in order to support the changing demands of different employees’ (Noe 2012, p. 86). I have worked hard in order to become successful. Teamwork is a powerful practice that empowers many individuals in an organization (Marchington & Wilkinson 2008). This effort has continued to support my career objectives. I have gained numerous ideas and skills that will make me a successful leader. I will always support my juniors and workmates. The process will eventually produce the best organizational results.

Many employees want to achieve their career goals. This ‘sense of success and achievement is what motivates many employees’ (Noe 2012, p. 62). I am also working hard in order to achieve my personal goals (Noe 2012). The above achievement will satisfy my physiological needs. I will always be ready to support my children and relatives. This development will eventually make my family happy. I will also be able to satisfy my primary, tertiary, and secondary needs (Storey 2001). According to Harrison (2006, p. 54), employees ‘should work hard in order to emerge successful’.

It is appropriate for individuals to help their relatives and neighbors. I always become happy after helping someone who is facing a specific problem. I have always encouraged my workmates to work hard. I have equipped my workmates with new ideas in order to achieve their goals. According to Harrison (2006, p. 54), ‘successful people should use their skills and resources to support those in need’. This goal has also empowered me to work hard than ever before. I will use the concept of work-life balance in order to achieve my career and personal goals (Marchington & Wilkinson 2008).

This concept motivates me to focus on my career objectives while engaging in different exercises. This effort has made it easier for me to achieve the best health outcomes. This practice will eventually make me a professional manager.

I have also identified new structures that can make our working environment comfortable. For example, I have supported the best teams and working conditions for most of my employees. This practice makes me a competent employee who focuses on the targeted organizational goals (Redman & Wilkinson 2009). This understanding also encourages me to support every organizational goal (Storey 2001). I will therefore be identifying better ideas in order to support the goals of my firm.

According to Holbeche (2000, p. 37), ‘personal growth is a powerful concept that can motivate many individuals’. I have always embraced new practices and skills in order to support my career expectations. This practice has produced the best outcomes (Armstrong 2007). I have been identifying new potentials that will support my future goals. I am also conscious of my future. This knowledge is encouraging me to work tirelessly in order to support my family after retirement. I will also identify new practices that can support my career objectives. I will use this strategy in order to achieve my career goals.

List of References

Armstrong, M 2007, A Handbook of Human Resource Management, Kogan Page, London.

Bratton, J & Gold, J 2007, Human Resource Management, Palgrave McMillan, New York.

Cascio, W & Aguinis, H 2011, Applied Psychology in Human Resource Management, Pearson, London.

Dessler, G 2005, Human Resource Management, Prentice-Hall, Harlow.

Harrison, R 2006, Learning and Development, CIPD, London.

Holbeche, L 2000, ‘Work in Progression’, People Management, vol. 1, no. 1, pp. 44-46.

Lamb, M & Sutherland, M 2010, ‘The Components of Career Capital for Knowledge Workers in the Global Economy’, International Journal of Human Resource Management, vol. 21, no. 3, pp. 295-312.

Marchington, M & Wilkinson, A 2008, Human Resource: Management at Work, People Management and Development, CIPD, London.

Millmore, M, Lewis, P, Saunders, M, Thornhill, A & Marrow, T 2007, Strategic Human Resource Management: Contemporary Issues, Prentice Hall, Harlow.

Noe, R 2012, Employee Training and Development, McGraw Hill, New York.

Pilbeam, S & Corbridge, M 2010, People Resourcing and Talent Planning, Prentice Hall, Harlow.

Redman, T & Wilkinson, A 2009, Contemporary Human Resource Management: Texts and Cases, Prentice Hall, Harlow.

Sloman, M 2007, The Changing World of the Trainer: Emerging Good Practice, Butterworth Heinemann, Oxford.

Storey, J 2001, Human Resource Management: A Critical Text, Thompson Learning, Cornwall.

Whymark, K & Ellis, S 1999, ‘Whose Career is it Anyway? Options for Career Management in Flatter Organisation Structures’, Career Development International, vol. 4, no. 2, pp. 117-120.

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