MHRE114 Управление на кариерата


From an organisational perspective, helping to manage the careers of others is a key aspect of personnel and development work. The course introduces in career management and development theory and practice so helping the students to consider and balance:

• aspirations and expectations of individual employees, who are increasingly aware both of their marketability and their vulnerability to market forces and therefore conscious of the need to acquire and maintain a portfolio of transferable capabilities

• the organisation’s need to secure its skills base, and develop people’s potential and commitment, in the face of global competition for knowledge workers and scarce managerial talent.

• the way people are increasingly concerned about maintaining a balance between work and ‘quality of life’.

The course aims at:

• To consider the wider context of career management and the effect of contemporary business trends

• To discuss the career systems and main components of career management

• To explore the stages of individual development and career anchors

• To gain experience with an assessment and development tools

• To discuss the typical career development activities

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Управление и развитие на човешките ресурси (на английски език)


гл. ас. Александър Пожарлиев  д-р

Описание на курса:


After completing successfully this course the students will:

1) know:

• How the wider economic, technological, political and social conditions affect the nature of the employment contract and the careers of individuals.

• The benefits and added value of effective and professional career management and development for individuals, the organisation and the wider community.

• The subjective and objective meanings of career as a dynamic concept.

• Ways of evaluating the contribution and effectiveness of career management and development systems and practices from the view of the individual and the organisation.

• The psychological impact of continuity and discontinuity in careers, and its implications for the psychological/commitment contract between individual and employer.

• How individuals at various ages and stages of their working lives have different career needs.

• The nature and importance of self-assessment and creation and maintenance of self-confidence in individuals as they face job or role changes.

• The tools and techniques available for diagnosis and assessment in the field of career management, development and guidance.

2) are capable of:

• Advise on how to integrate career management and career advisory with the long term goals of an organisation.

• Demonstrate to key organisational decision-makers the contribution that career management and development can make to recruitment, retention and commitment strategies.

• Design, implement and review internal processes and procedures for career development and succession planning within an organisation.

• Identify and predict possible patterns of career development for individuals within organisations.

• Support and counsel individuals who may be thinking of career change whether voluntary or otherwise.

• Communicate to ensure that people in an organisation understand the reasons for changes taking place, and how the changes will effect their career.

• Practise, role-model and teach the key skills needed for career management on oneself and others.

• Provide guidance on the value and application of psychometric tests and other diagnostic tools that might be employed to facilitate career management and development.

• Handle the emotional implications of career management and recognise and deal appropriately with various reactions to job loss, managed career change, difficult situations, disappointment or success.

Предварителни изисквания:
• English reading/ writing skills

• Working experience in an organization is desirable.

Форми на провеждане:

Учебни форми:

Език, на който се води курса:

Теми, които се разглеждат в курса:

  1. The need of career management. Benefits for both organization and employees. The concept of career. Aims of career management.
  2. Taking responsibility for the own career and development. Main theories of the individual learning process and development. Experiential learning theory. Individual Learning Styles. Theory of motivation development. Theory of social learning. Theory of self-directed change. Cycle of development and change.
  3. Theories of human development and career. Basic stages. Theories of the characteristic traits and correspondence. Holland’s theory. Theories of development. Types of career and development models. Transitions and processes. Emergence of new career forms and new ways of thinking about careers. The career as a constant cycle of transition.
  4. Career anchors. The origin of the term ‘career anchor’. Types of career anchors. Self-assessment. The influence of career anchor on work choice, desired compensation, promotion and recognition.
  5. The labor market as an environment for career management and development. Impact of the factors of the environment on the process of career management and development. The new psychological contract. Types of contracts. The changing expectations of the employers and employees. Multiple contracts. Ethical issues. When everyone in the family is pursuing a career.
  6. Evaluation and analysis of the personal orientation, values, goals and skills. Building personal development plans.
  7. Responsibilities for career management and development of the organization, HR specialists, managers and employees. Roles in the process of career development.
  8. Competence-based approaches to development. Competence and metacompetence. Management skills modeling.
  9. Career management in the organization. Career management and development in line with the strategic objectives in the organizational development. Systems and mechanisms for career management and development. Typology of the career systems.
  10. Different stakeholder perspectives. Main areas. Integrating career management with HRM system.
  11. Career development tools. Programs and practices. Career paths and maps. Integration with talent management initiatives.
  12. Career discussions. Helping employees to clarify their needs, goals and action plans.
  13. Counseling and coaching skills. Dealing with emotional issues related to career decision making and changes.
  14. Building career development programs in the organizations. Main steps.

Литература по темите:

Main reading:

• Pojarliev, A. (2009) Career Management and Development, Textbook for MSc in Human Resources Management, School of Management-NBU, Sofia, ISBN: 978-954-535-563-9.

Additional readngs:

• Baruch, Y. (2004). Managing careers: Theory and Practice. Harlow: Pearson Education.

• Boyatzis, R. E., Kolb, D. A. (1991). Assessing Individuality in Learning: The Learning Skills Profile. Educational Psychology, Vol. 11, Issue 3/4, p. 279.

• Carter, G., Cook, K., Dorsey, D. (2009). Career Paths. Charting Courses to Success for Organizations and Their Employees. Wiley-Blackwell.

• CIPD (2005). Career discussions at work. Practical tips for HR, managers and employees.

• Egan, G. (2001). The skilled helper: a problem-management and opportunity-development approach to helping. 7th edition. London: Wadsworth.

• Hall, D. T. (1976). Careers in organizations. Glenview: Scott, Foresman and Company.

• Hirish, W. and Jackson, C. (2004). Managing Careers in Large Organisations. London: Work Foundation.

• Kidd, J. M., Jackson, C., and Hirish, W. (2003) The outcomes of effective career discussions at work. Journal of Vocational Behavior, 62, 119–33.

• King, Z. (2004). Career Management – a CIPD guide. London: CIPD.

• Knowdell, R. L. (1996). Building a Career Development Program. Davies-Black Publishing, Consulting Psychologists Press, Palo Alto, California.

• Kolb, D. A. (1999). Learning Style Inventory. Version 3. Hay/ McBer.

• Osland, J., Kolb, D., Rubin, I., Turner, M. (2007). Organizational Behavior: An Experiential Approach, 8-th edition, NY: Prentice-Hall.

• Schein, E. (1990). Career Anchors: Discovering Your Real Values, London: Pfeffer and Co.

• Sonnenfeld, J., Peiperl, M. (1988). Staffing Policy as a Strategic Response: A Typology of Career Systems, Academy of Management Review, Vol 13, N 4.

• Yarnal, J. (2008). Strategic Career Management. Developing your Talent. Elsevier.

Средства за оценяване:

The final grade for the course is formed by the equal weight of the two components of the formative assessment and the requirement for pass grade of each one separately.