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QUESTION Using your knowledge of the stages of life and career development, explain how
career issues of a twenty-seven-year-old differ from those of a forty-five-year-old
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Also career in traditionally was defined as the series of upward move with staidly increasing
responsibility, status and rewards thus having a successful career is the province of an elite few,
(Jackson, 2000)
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They are more concerned
with their own development in terms of updating their skills and knowledge
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(Jackson, 2000)
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CAREER DEVELOPMENT PRACTICES AND ACTIVITIES
Career development can be defined as ongoing process by which individual’s progress through a
series of stages, and each stage being characterized by a relatively unique set of issues, themes and
tasks
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Some of these include individual self-awareness workshops which
are intended primarily for career planning and development, while others, such as recruitment, are
a part of normal human resource management activities
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the most frequently used methods are succession planning, career counseling by
supervisors, career counseling by human resource professionals, assessment centers, job
enrichment and job posting issues in career development (London ,1991)
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Various views and researchers suggests that adult life follow a series of
common stages
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Erick
Erikson and Daniel Levinson suggest stage models of adult development that offer a meaningful
base for understanding career development
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During the course of life, Erikson suggested that people progress through eight stages
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In each stage, the person is faced with a challenge
that must resolve in order to develop to the next step
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If individuals successfully resolve this issue, they will enter adulthood with a clear sense of who
they are in relation to others in the world
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It is the
positive and negative experiences in each stage that determine its outcome
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In middle adulthood, the challenge is to develop the capacity to focus on the generations that will
follow, which Erikson calls generativity
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Erikson argues that failure to resolve this stage will lead to feelings of
stagnation, in that one has made no contribution to the world that will last after he or she is gone
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Successful development of ego
integrity allows one to be at peace with one’s life as one faces death
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Erikson’s view of adult development identifies

issues (ego integrity, generativity, and intimacy) that can affect the career choices that employees
make
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Levinson’s “Eras” Approach to Adult Development
Levinson and his associates developed a view of how adults develop based on the notion that adult
lives progress through seasons, not unlike the seasons of the year
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Levinson, like Erikson, contends that there is a chief order to
adult life called the life cycle
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The four eras proposed by Levinson are pre-adulthood, early adulthood, middle adulthood, and
late adulthood
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The stable periods last
about six years, and the within-era
Pre – adulthood (ages 0 – 17)
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During preadulthood, which ranges from infancy to age twenty-two, is a period in which individuals work to
develop a sense of self
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Because careers occur primarily during Levinson’s
eras of young adulthood and middle adulthood, it is useful to examine each of these eras in more
detail
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Early Adulthood (Ages 17–45)
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In general, early adulthood is
a period of great energy and great stress
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Finding a place in society, obtaining meaningful
work, realizing a lifestyle, establishing meaningful relationships (including marriage for many
individuals), and raising a family are all a part of this period
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However, the stresses present are also great
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Middle Adulthood (Ages 40–65)
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Studies by Levinson and others shows that a person’s life
changes significantly between early and middle adulthood
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) and of The Dream that was so enthusiastically
pursued at the end of early adulthood
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At this time in life, the individual is experiencing declines in physical functioning as his
or her children are growing up or becoming adults
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Late adulthood begins with the late adulthood transition (ages
60–65)
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The major challenge in
this era (similar to Erikson) is to come to terms with one’s life and accept things as they have been,
rather than dwell on what might have been
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STAGES OF CAREER DEVELOPMENT
An individual pass through a number of stages in his or her life time in a given career
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Two approaches
were developed as models for career development, one being traditional and the other being more
contemporary
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These modals emphasize the notion of an elderly sequences of a career stages connected to age
ranges which place the career into the context of the person’s life and contain overlying concepts
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Stage 1
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Greenhouse et al (2010), reports that an individual at this stage form and define an idea of the
occupation one would like to engage
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An individual therefore has to
begin selecting a job an organizational in which to begin an employment in a chosen career field
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The early career (Age 25 - 40)
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An individual also tries to find recognition with
the aim of fulfilling his or her dream
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If these challenges are resolved an individual become satisfied with the
job and he or she advances in term of responsibility and financial status
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The midcareer (Age 40 – 55)
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Two events occur at this stage
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Stage 4
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(Age 55 – Retirement)
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First an individual strive to remain productive and
maintain a self-esteem
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MODERN VIEW OF CAREER DEVELOPMENT
Due to rapid development of science and technology as a result of globalization, the traditional
view of career development has been criticized due to the fact that employment relationship, team
based work and new organizational structures significantly impact the way careers are viewed
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Werner et al, (2012), suggest the multiple career concept model which suggests that there are four
different patterns of career experiences called career concepts
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This is the upward movement to positions of greater responsibilities and authority
within an organization motivated by the desire for power and achievement
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This is characterized by the devotion to an occupation, focuses on building
knowledge and skills within area of specialization and there is little upward movement in

a traditional hierarchy
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

Spiral
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Werner et al (2010), believes that under this phase there is a frequent
progression which range between three to five years where an individual move across
different or unrelated jobs or fields

ISSUES IN CAREER DEVELOPMENT
Numerous issues should be considered when formulating or modifying an organization’s career
development program
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All these are
the most important things which are supported to be considered by human resource managers in
their organization
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Career motivation affects
how people choose their careers, how they view their careers, how hard they work in them, and
how long they stay in them
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Individual can have a high, moderate, or low level of career motivation depending on his or her
position in each of these categories
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Career resilience
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Career insight
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Career identity
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Career motivation can be important in
addressing the issues facing workers who have lost their jobs because of downsizing, layoffs, or
some personal issue or setback
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The Career Plateau
A career plateau is defined as “the point in a career where the likelihood of additional hierarchical
promotion is very low
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This means that, career
progress is not likely to be a continuous upward journey, but rather one that includes periods of
movement and periods of stability, this is what we call career plateau
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Feldman
and Weitz (2000) argue that the factors that lead to a plateau affect the consequences of the plateau
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Career for Nonexempt Employees
Though much of the career development literature focuses on developing managers and
professionals, the career development needs of blue-collar and nonexempt employees example
clerical and support staff and technicians, who are paid hourly or weekly rates and are entitled to
overtime have often been ignored in most organization
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However, given the large
number of such employees and the critical role they play in organizational effectiveness, human
resource development professionals need to consider career development activities that allow

organizations to better use the potential of these employees and serve their long-term needs
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Career without Advancement
Many organizations find themselves faced with the prospect of reducing their workforces and
reducing the numbers of management positions in response to competition and changing business
conditions
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These forces increase the likelihood that organizations will have to develop
career development programs, without being able to offer upward movement or the promise of job
security as benefits to employees
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Career issues of twenty-seven years old (27 years old)
The period of great energy and great stress to individual
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Many people experience occupational advancement during this period, however, the stress present
are also greater
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The specific challenges that must be met in this
period include becoming technically proficient and becoming assimilated into an organizations
culture for instance learning its norms, values and expectation
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Career issues of forty-five years old (45years old)
During this period, there is major questioning of the life structure example goals and ambitions
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An
individual may reaffirm or modify the dream
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The individual who successfully resolves these challenges will remain productive, while
one who does not will experience frustration and stagnation
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Career issues of twenty-seven years old and that of forty-five years old has greater vary of the
gap in age
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Twenty-seven years old
is just entering adulthood, gaining experience and still developing their career
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403)
During this age when it comes to their career, a person strives to move up in their current job or
acquire new abilities and skills to gain more experience and obtain a better job and higher
compensation
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A twenty-seven
years old person would be expected to have a work experience of around five years, whereas a
forty-five years old person would be expected to have a work experience of two decades
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The twenty-seven years
old would have just started his career whereas the forty-five years old would be expected to finance
his children’s education, fulfill the demands of the family, and manage a particular business unit
in a professional manner
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Organizational implication
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To maintain these organizations should apply a pluralistic approach as a
way to align the organization and the individual
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Organizations would retain sufficient structure to maintain certain

core competencies and organizational leadership, while utilizing less structured arrangements to
meet the demands of external change and flux” (London, 1987)
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Designing and managing a pluralistic career culture involves an ongoing process of assessing the
gaps between an organization’s strategy and employees’ career concepts and motives, identifying
the optimal organizational structure, and then identifying and implementing the proper career
management practices (Werner, 2012)
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Stage of human development differ
from one individual to another with a lot of constraints, so it better to know this and find way on
how to handle the situation as well as helping employees to attain their goals
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(2006)
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Educational
Administration Quarterly: Schultheis
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M
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Career Management, 4th edition
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Jackson, D
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, Jr
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Building the Bottom Line by Developing the
Frontline:
Career Development for Service Employees
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London, M
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Career Development
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Hinrichs (Eds
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Washington, DC: BNA Books
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, & Mone, E
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(1987)
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San
Francisco: Jossey-Bass
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N
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Career Development
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Werner, J
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(2012)
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San Francisco: Wiley/Jossey-Bass

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