Developing Careers Of Employees In The New Knowledge Economy
Organizations have become more flexible, adaptable, with flat hierarchical structures, and a limited opportunity for promotion, and these will have a significant impact on jobs and individuals careers. Career is not only linked anymore to one organization, but to more, due to the movement of employees between organizations, which is no longer a problem. So, the organizations, due to ever-changing environment, are not always directly involved in their employees' career management, but in this article we will show that some organizations are still involved in managing careers by developing skills, knowledge, abilities, attitudes and behaviors, in order to obtain competitive advantage, performance, and attracting and retaining the best employees. We also show that, in the new Knowledge Economy, if they will learn more from their mistakes, and, if they will find out in advance what changes will take place in the economic environment, they will be able to face the changes and to overcome easier the obstacles, with the right employees and a solid stock of knowledge.
Volume (Year): XIII (2015)
Issue (Month): 1 (May)
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Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Claudiu George BOCEAN, 2013. "Trends In Human Resources Structure," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(2), pages 255-264, November.
- Bilal AFSAR, 2010. "The Relation Of High-Performance Work Systems With Employee Involvement," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(2), pages 295-307, November.
- Ruxandra CIULU, 2011. "Developing human resources through international assignments: a realistic strategy for Romanian employees?," Management & Marketing, Economic Publishing House, vol. 6(4), Winter.
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