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Career Paths: Challenges and Opportunities

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Workforce Development

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Abstract

Fundamental changes in the composition and functions of organisations have led to blurring of organisational boundaries and changing employment relationships. The notion of a career path has become increasingly ambiguous, with individuals taking increased responsibility for managing their own careers. Furthermore, the growing individualisation of employment policies and non-traditional employment has implications for the management of people at work, particularly the planning and management of employee careers. Career paths benefit both employee and employer. They can strengthen the psychological contract between employer and employee, ensure the employee is not restricted to a particular job, career path or organisation, as well as ensuring employees have the skills needed both now and in the future to contribute to organisational success. This chapter draws together relevant theories on how organisations treat the notion of career paths and how they implement strategies that will engender employee loyalty, create genuine career development and meet organisational objectives.

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Author information

Authors and Affiliations

  1. Business School, Southern Cross University, Coolangatta, Queensland, Australia

    Neroli Sheldon & Asso. Prof. Michelle Wallace

Authors
  1. Neroli Sheldon
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  2. Asso. Prof. Michelle Wallace
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Correspondence to Neroli Sheldon .

Editor information

Editors and Affiliations

  1. Education, Equity and Work Research Group,University of South Australia, Mawson Lakes, Australia

    Roger Harris

  2. Education, Equity and Work Research Group, University of South Australia, Mawson Lakes, Australia

    Tom Short

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Sheldon, N., Wallace, M. (2014). Career Paths: Challenges and Opportunities. In: Harris, R., Short, T. (eds) Workforce Development. Springer, Singapore. https://doi.org/10.1007/978-981-4560-58-0_4

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