Career management practices in India: an empirical study

Abstract

This paper examines and discusses the developments in the field of career management, bringing in the international perspective. In particular, the paper explores career management practices in 108 Indian organizations. A factor analysis procedure suggested five groups of practices: formal planning, formal active management, developmental, career stages and assessment. These are found to be associated with certain organizational and cultural characteristics. The research has both theoretical and practical implications.

Career Attitude of Employees Influencing Work Engagement: Study of Indian Chemical Industries

“…Career management systems in India point towards plethora of choices available with organizations in developing employee career and the importance of organizational climate in the process (Budhwar and Baruch, 2003). Such resources focused on career development are assumed to make the employee more engaged at work.…”

“…Various cross-cultural studies with different variables show that culturespecific tendencies play a role in the enactment of careers (Chudzikowski, 2012) and highlighted the need to examine the influence of globalization on career aspects of people in different parts of the world (Kats, Van Emmerik, Blenkinsopp, and Khapova 2010). Though studies have been conducted with samples from U.S. and U.K., few such studies are in Indian context (Budhwar and Baruch, 2003).…”

International Journal of Business and Management, Vol. 4, No. 5, May 2009

“…In this direction, constructed a measure of HR practices in which career management practices are included to prove its contribution on organizational financial performance. Specifically, Budhwar and Baruch (2003) developed a measure comprising 19 career management practices and identified the structure among Indian manufacturing firms. Further, research on integrating human capital creation and HRM system, which features recruitment strategy, training, performance appraisal, career development, and reward strategy provided a guideline of inclusion of certain practices (Birasnav & Rangnekar, 2008).…”

Employee perceptions of repatriation in an emerging economy: The Indian experience

“…First, we add to our understanding of repatriation and career management of employees who are globally mobile, especially in the context of a developing country (Budhwar & Baruch, 2003). We expect there are differences between repatriates whose home and host countries are both in developed economies versus repatriates whose home country is in an emerging economy (e.g., India) and the host country is in a developed one (e.g., the U.S.).…”