The Hindu Business Line : Drivers of career growth

Hewlett-Packard (HP) has ‘high performance work practices’ such as ‘formal policies turned strongly around the notion of measuring and rewarding individuals’ work performance against targets closely related to the company’s objectives.’

Yet a study by C. Truss (2001) found that what counted were ‘visibility and networking if people wanted to further their careers.’ Despite the increased focus at the policy level, on formalised career management, ‘the traditional, informal method of career management that had evolved within the company continued to prevail,’ observed Truss.

The research, which had drawn on ‘a wide variety of informants across HP over a two-year period,’ discovered that fewer than half believed they received the training they needed to do their job well, and just one-third were satisfied or very satisfied with their career management.

Citing this study, a recent book by Christopher Mabey and Tim Finch-Lees argues that employees will seek to meet, or at the very least will be influenced by, the expectations of role partners both within and outside the organisation.

“So it would not be surprising to find managers interpreting the value of their management and career development in the light of the cultural and administrative heritage of their employer organisation on the one hand, and in terms of clients, professional networks and family on the other,” the authors elaborate in Management and Leadership Development ( www.sagepublications.com).

A chapter on ‘narratives, ritual and symbolism’ tries to explain why certain management development interventions encounter apparently irrational resistance or gain swift approval. More than objective efficacy, the answer perhaps lies in organisational history and managerial fads.

D. Murali

http://BookPeek.blogspot.com