Career management in a manufacturing company

Abstract

The ability to successfully manage one's career has become fundamental in today fast changing world of work. This study had the aim of gaining a better understanding of the career management process within an organisation that employs 533 employees and which operates in the manufacturing sector in Malta. Data was collected through semi structured interviews with the Human Resources manager and eight employees working within the same company. Data captured through these interviews was transcribed and analysed using Thematic Analysis (Braun & Clarke, 2006). Findings suggest that the company's career management system is largely unstructured. The most commonly used practices, can be described as 'basic' and include the advertising of open positions on company notice boards and sending employees for formal training courses. The company's career management system is influenced by the prevailing economic situation and its effect on the manufacturing sector. In addition, the study showed that the personal values of the HR manager and the availability of support by other social partners may also impact on the provision of the career management practices. Findings also suggest that the provision of career management practices is characterised by grade differentiation and employees occupying higher positions tend to benefit much more. All employees acknowledge that effective career management calls for shared responsibility between the employer and the employee. This research indicates that career management can be enhanced through several changes. These include a more formal career management system; better communication in the workplace; more flexible work arrangements and increased employee involvement.