Career careers, there is a probability that

Career Management: Career Development
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Career Development
The modern world has entered an international an era where there is the need for adaptive, dynamic and globally-equipped employees has become increasingly necessary to the success of organisations. While the employees want to develop their careers, there is a probability that they may lack the career management skills. Typically, career development has met different perspectives around the world. In this essence, massive changes in the world of work have taken place over the past twenty years.
Overall, it is a risk for the current generation to afford to have a static view of career. In fact, personal responsibility to career development is very crucial. Arguably, it is difficult to derive a consensual explanation of a ‘boundaryless career’ regarding the unambiguous and unresolved literature issues (Greenhaus et al., 2009). As such, comprehensive evaluation of the different career development perspectives is needed to understand the essential scopes of career management skills and practices, especially in the corporate world.

Organization Career Management and Its Impact on Career Satisfaction: A Study in the Banking Sector.

This article, was written by Kumudha and Susan Abraham. Conspicuously, this article expounds on the organizational perspectives in career management and development as well as its impacts on the organizations. Particularly, a review is directed to the Indian business organizations which have adapted to transitions in the business setting by deploying approaches which include merging, downsizing, restructuring, and acquiring. In this view, the administrators find it hard to manage its employee population in the scope of career managing, that is essential to sustain the growth of organizations (Kumudha & Abraham, 2014).

Occasionally, the employers offer excellent pay and rewards to the workforce category who develop broader skills in the field. Fundamentally, to make the study a success, a sample of 100 managers was taken from both private and public organization to evaluate the effect of organization career management (Kumudha & Abraham, 2014). Precisely, it was carried on the context of career satisfaction. Here, results revealed that programs related to opportunities to learn new skills and self-development, as well as early retirement preparation, all implying effective career development, contributed to the feeling of satisfaction in specific careers (Kumudha & Abraham, 2014).
A Review of Organizational and Individual Career Management: A Dual Perspective
Additionally, the authors of this article, continue to comprehensively illuminate on career management issues. It features two perspectives in line with career management; individual and organizational management aspects. In fact, according to Wesarat et al. (2014), “Career management is a combination of both organization career management and individual career management.”
Fundamentally, this article focusses on several impacts of career management in a corporation and on an individual level. Apart from that, it emphasizes on the aspect of personal career growth and sustainability of organizational competitive advantage in the corporate market (Wesarat et al., 2014). Similarly, career management enables companies and firms respond proactively to the constantly changing business environments. Primarily, the concepts of ICM and OCM are further distinguished to facilitate clear comprehension of the subject of career management. For the most part, career development is essential to the practitioners and academics involved in an organizational area (2014).
Main Issues of Both Articles
Organization Career Management and Its Impact on Career Satisfaction: A Study in the Banking Sector.

Challenge in Management of Career.

Particularly, changing nature of national economy with improved technology over the years has resulted in the changing landscape of career development and management. Organization career management (OCM) is conjoined with a wide-ranging methodology to all undertakings and techniques of the company. As such, these techniques and strategies are facilitated by the employers’ concern with their employees’ career development (Kumudha & Abraham, 2008). Mainly, the companies employ supportive career techniques for effective planning and management with the primary aim of retaining their good employees as well as prepare them for the future in career development.

Globalization.

What is more, increased globalization in the modern world, as well as privatization in the business world, has influenced the work culture in private sector banks and public banks (Kumudha & Abraham, 2008). As such, the banks, Indian banks, in particular, have experienced a shift in the work attitude. Debatably, increased competition in business and the open economy are leading factors to these changes. Notably, according to Kumudha & Abraham (2008), the public sector banks are forced to adopt the new working culture centred on the workforce since the increased emergence of the private sector banks has led to increased competition. In addition to that, banks have shifted focus to specific areas in the Human Resource Development including employee job satisfaction, employee training and management of performance systems in public sector banks (2008).

A Review of Organizational and Individual Career Management: A Dual Perspective
Organizational management of career.

Mainly, organization career management incorporates the activities organizations provide to support the career development of its employees. By its very nature, it includes training and mentoring programs, performance appraisal for career planning programs, and offering educational opportunities to its employees. Through this programs, employees are equipped with knowledge in the management of their careers (Wesarat et al., 2014). More so, these programs impact positively on employees’ career satisfaction. A study shows that career satisfaction, resulting in commitment, is related directly to career development practices (2014).
Individual career management.

Furthermore, the changing nature of the work culture characterized by unstable employment has forced the emergence of the idea of individual career management (ICM). It is no longer an organizational responsibility as it was thought in the past. In fact, the highly educated population in the workforce are given a higher priority as compared to the less educated. Arguably, this is because the highly trained employees have a high capability of ICM. Moreover, a lifelong skill in the field of is also related to improved of career management capabilities (Wesarat, Sharif ; Majid, 2014).
Essentially, career satisfaction is regarded as leading resultant characteristic of ICM and OCM. While those with a higher sense of career satisfaction have a higher chance of retaining their professions, the population with a low career satisfaction sense consider to quit their job. ICM enhances self-awareness, thus clarifying personal employee goals. In the same token, personal career management promotes self-control and individual’s proactive behaviours (Wesarat, Sharif & Majid, 2014). As a result, quality and higher output are realised from the employees.

Organizational (OCM) against individual (ICM).

Essentially, the comparison between organizational and individual career management is stemmed on the fact that OCM is strategic and predetermined and managed by organizations. On the other hand, ICM is controlled at a personal level without the intervention of the second party. While organizations provide career development programs, the employees are expected to maintain a certain level of career management for their sustainability in the organization. Particularly, effective control of careers at a personal level as well as an organizational level promotes employability. In fact, competent employees have a high capability of changing jobs provided they maintain high individual levels of career management (Wesarat, Sharif & Majid, 2014).
Impact of the Main Issues on Organizations
In the context of economic reality within organizations, career management programs contribute to a company’s effectiveness. As such, through the increased career satisfaction perception in employees, high performance is realised. In essence, higher performance is founded on innovation and right skills in the productivity of the company (Kumudha ; Abraham, 2008). Therefore, companies should enact effective career management programs to emerge competitive in the market.

In addition to that, career management facilitates the alignment of individual employee aspirations by the organizations. Typically, the employees are ready to participate proactively for a smooth running of the company. Here, the company can evaluate employee output and set expectations for future planning (Kumudha ; Abraham, 2008). Resultantly, it improves the willingness of the company workforce.

In today’s corporate world, organizations are antagonized with evolving contest in demand for retention of skilled employees. Subsequently, that has negatively affected the sustainability of businesses as a result of high costs of providing career management programs. Also, the employees have experienced replacement and separation at times changing the customer satisfaction and the most, the employees’ career satisfaction (Wesarat, Sharif ; Majid, 2014). Consequently, studies conducted by scholars globally on the effect of career management practices on employee retention show that such factors of job satisfaction impacted employee decides to quit (Kumudha ; Abraham, 2008).

Text Comparison with Greenhaus Text
The articles mentioned earlier have similar arguments as those of Greenhaus’ text, Career management, on the subject of career development. Nature of workers as well as changing the structure of an organisation is similar in all the articles (Greenhaus et al., 2009; Kumudha & Abraham, 2008; Wesarat et al., 2014). According to Kumudha & Abraham (2008), the change in work and economy characterized by improved technology and diversity in the workforce has increased competitive pressures within organizations. In fact, competition in the market is a driving factor in the enhanced provision of career management programs.

In addition to that, in all the three articles, the authors address the aspect of individual perspectives in the career development subject. Both reports cite that own career management initiative leads to a high-quality performance in an organization (Greenhaus et al., 2009; Kumudha & Abraham, 2008; Wesarat et al., 2014). Hence, it results in employability, allowing the employees to shift from one choice of a job to another. Apparently, the two selected article mentioned earlier, do not address the concepts of boundaryless carriers which are represented in the modern organizations’ workforce. The boundaryless concept is comprehensively explained in Greenhaus’ text.
In conclusion, the subject of career development under career management plays a significant role in individual levels as well as organizational levels. It is worth to note that career development enables the individuals and mostly the companies, plan for the future trends in the constantly changing business environment. However, career development programs and strategies employed by the organisations have minimal challenges to the workforce. Therefore, it is essential to acknowledge the impact of career development and management within personal and organizational levels.

References
Greenhaus, J. H., Callanan, G. A., & Godshalk, V. M. (2009). Career management. Sage. Retrieved from https://books.google.com/books?hl=en&lr=&id=FQoPkp7_PzIC&oi=fnd&pg=PP1&dq=Career+Management+By+Jeffrey+H.+Greenhaus,+Gerard+A.+Callanan,+Veronica+M.+Godshalk&ots=DnEac9Pd0-&sig=9j7rfAloGK14kxC4aAdOnmNp-c0.
Kumudha, A., & Abraham, S. (2008). Organization career management and its impact on career satisfaction: A study in the banking sector. ICFAI University Journal of Bank Management, 7(3), 71-84. Retrieved from https://www.researchgate.net/profile/Appadurai_Kumudha/publication/5105350_Organization_Career_Management_and_Its_Impact_on_Career_Satisfaction_A_Study_in_the_Banking_Sector/links/546b0daf0cf2397f78303c05/Organization-Career-Management-and-Its-Impact-on-Career-Satisfaction-A-Study-in-the-Banking-Sector.pdf.
Wesarat, P. O., Sharif, M. Y., & Majid, A. H. A. (2014). A review of organizational and individual career management: A dual perspective. International Journal of Human Resource Studies, 4(1), 101-113. Retrieved from http://www.macrothink.org/journal/index.php/ijhrs/article/view/5331.