DEFINASI
|
MASYARAKAT
KOLEKTIVISMA
(MALAYSIA
DAN ASIA AMNYA)
|
MASYARAKAT
INDIVIDUALISMA (BARAT/ANGLO-SAXONS (ORANG AMERIKA, AUSTRALIA, BRITISH
DAN KANADA)
|
|
1
|
Ukuran hubungan manusia
dengan alam semula jadi
|
Harmoni (Harmony)
|
Kawalan (Control/Mastery)
|
2
|
Ukuran betapa pentingnya
diberi kepada pencapaian hubungan daripada kerja/tugas
|
Hubungan (Relationship)
|
Tugas (Task)
|
3
|
Ukuran keutamaan diberi kepada pangkat dan status daripada isu sama rata/persamaan
|
Hiaerki
(Hierarchy)
|
Sama rata (Equality)
|
4
|
Prinsip yang digunakan dalam mengawal tingkah laku samada di kawal oleh
faktor luran (Shame) atau dalam diri masing-masing (guilt)
|
Malu (Shame)
|
Rasa Bersalah (Guilt)
|
5
|
Ukuran sejauh manakah komunikasi bergantung kepada faktor luaran,
perbezaan situasi dn konteks, isyarat non-verbal
|
Komunikasi berkonteks tinggi
(High context communication)
|
Komunikasi berkonteks rendah
(Low context Comm.)
|
6
|
Prinsip yang digunakan dalam mengawal tingkah laku samada secara
circular (berliku-liku) or sequential (berturutan)
|
Masa berorientasi polikronik
(Polychronic time orientation)
|
Masa berorientasi monokronik
(Monochronic time orientation)
|
7
|
Ukuran keutamaan saling
kebergantungan dengan orang lain
|
Kami/Kita (We )
|
Saya (I)
|
8
|
Darjah pengaruh keugamaan berbanding sekularisma dalam melakukan
kerja/tindakan
|
Keugamaan (Religious)
|
Sekular (Secular)
|
Monday 13 November 2017
PERBEZAAN MASYARAKAT KOLEKTIVISMA & INDIVIDUALISMA
Thursday 19 October 2017
DEVELOPMENTAL TASKS
Robert Havighurst (1953) –
theory of developmental tasks. Emphasized the interrelationship of physical,
social, emotional, and intellectual aspects of development.
Definition: A developmental
task is a task to be performed or achieved during a certain period in a
person’s life. It represents culture's definition of "normal"
development at different points in the life span. It consist of a set of skills
and competences that are acquired as the person gains increased mastery over
the environment. Many developmental tasks are related to the society in which
an individual lives. Most people accomplish developmental tasks in a certain
order. Successfully accomplish one task before going on to a task at the next
level.
Interrelationship of the factors.
NO
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LIFE STAGE
|
NO
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DEVELOPMENTAL TASKS
|
1
|
INFANCY
|
1
|
Social attachment
|
2
|
Sensorimotor intelligence and primitive causality
|
||
3
|
Object permanence
|
||
4
|
Maturation of motor function
|
||
2
|
TODDLERHOOD
|
1
|
Self-control
|
2
|
Language development
|
||
3
|
Fantasy and play
|
||
4
|
Elaboration of locomotion.
|
||
3
|
EARLY SCHOOL AGE
|
1
|
Sex role identification
|
|
|
2
|
Early moral development
|
|
|
3
|
Concrete operations
|
|
|
4
|
Group play
|
4
|
MIDDLE SCHOOL AGE
|
1
|
Social cooperation
|
|
|
2
|
Self-evaluation
|
|
|
3
|
Skill learning
|
|
|
4
|
Team play
|
5
|
EARLY ADOLESCENCE
|
1
|
Physical maturation
|
|
|
2
|
Formal operations
|
|
|
3
|
Membership in the peer group
|
|
|
4
|
Heterosexual relationships
|
6
|
LATER ADOELSCENCE
|
1
|
Autonomy from parents
|
|
|
2
|
Sex role identity
|
|
|
3
|
Internalized morality
|
|
|
4
|
Career choice
|
7
|
EARLY ADULTHOOD
|
1
|
Marriage
|
|
|
2
|
Childbearing
|
|
|
3
|
Work
|
|
|
4
|
Lifestyle
|
8
|
MIDDLE ADULTHOOD
|
1
|
Management of the household
|
|
|
2
|
Child rearing
|
|
|
3
|
Management of a career
|
9
|
LATER ADULTHOOD
|
1
|
Redirection of energy into new roles
|
|
|
2
|
Acceptance of one life
|
|
|
3
|
Developing a point of view about death
|
CHALLENGES
ACROSS LIFE-CYCLE:
-Various capacity, types, duration, timing
-Various factors may influence them or influence the impact
of the challenges
-Risk factors & protective factors
Factors that impede/hinder or facilitate/promote
development/process of development
-Risk factors & protective factors
Factors that impede/hinder or facilitate/promote
development/process of development
Individual/family/other contexts
Individual – low self-esteem, poor social skills (risk);
high self-esteem, coping skill, assertiveness , resilient (protective)
-A resilient person can survive best
Ability to overcome challenges/to bounce back in the face
of challenges
-Risk factors & protective factors
Factors that impede/hinder or facilitate/promote
development/process of development
Individual/family/other contexts
Individual – low self-esteem, poor social skills (risk);
high self-esteem, coping skill, assertiveness, resilient (protective)
-A resilient person can survive best
Ability to overcome challenges/to bounce back in the face
of challenges
NO
|
LIFE STAGE
|
PSYCHOSOCIAL CRISIS
|
1
|
INFANCY
|
Trust versus mistrust
|
2
|
TODDLERHOOD
|
Autonomy versus shame and doubt
|
3
|
EARLY SCHOOL
AGE
|
Initiative versus guilt
|
4
|
MIDDLE SCHOOL
AGE
|
Industry versus inferiority
|
5
|
ADOLESCENCE
|
Identity versus role diffusion
|
6
|
YOUNG
ADULTHOOD
|
Intimacy versus isolation
|
7
|
MIDDLE
ADULTHOOD
|
Generativity versus stagnation
|
8
|
LATER
ADULTHOOD
|
Integrity versus despair
|
Class Activity
- Give examples of risk and protective factors for human development;
- Individual
- Family
- School/community
Monday 16 October 2017
ORGANIZATIONAL CAREER SYSTEM
An organization is a combination of brains, bodies and
behaviors. Organization has an image of an identity, which may guide and
activate individuals’ interpretation of certain issue and generate
motivations.
To survive and thrive, organization need to recruit right
people and retain them
Organization career management is the comprehensive system
that organization apply to manage people’s careers
Strategic HRM,
Strategic Career System
The HR strategy should be developed alongside the general
strategy of organization, to acquire a cultural fit within the organization and
with the outside environment.
Such strategic alignment should lead to high organizational
effectiveness and performance (Holbeche, 1999)
Meshoulam and Baird (1987), provide five-scale level of
strategy development: initiation, functional growth, controlled growth,
functional integration, and strategic integration. Efficiency can be achieved
when the level of HR strategy and organizational strategy match.
Flexibility and
Competitive Advantage
Flexibility means the ability to meet a variety of needs in
a dynamic environment (both internal and external environment).
Resources flexibility the extent to which a resource can be
applied to a wide range of alternative uses
Coordination flexibility the extent to which the
organization can rethink and redeploy resources.
Strategic HRM
Indicators of Resources and Coordination Flexibility
Flexibility as a
Strategic Response
Organization embrace flexibility as a strategic option to
gain competitiveness.
Functional flexibility means the ability of the organization
to utilize people’s competencies in more than one role.
Numerical flexibility is manifested via different level of
anticipated commitment and formal legal contractual ties.
Time and space flexibility are all about where and when jobs
are done. This type of flexibility help both individual and organization.
Mind flexibility is the most important for the management of
people and for career management as mind flexibility will enable and develop
future types of flexibility in management.
The Blurring of
Boundaries
Ashkenas et al (1995) wrote about the diminishing
traditional boundaries within organization and mentioned the following four
aspects to demonstrate the breaking of the of organizational structure:
Vertical - referred to the breaking down of rigid
hierarchies.
Diminishing horizontal boundaries - merging the different
department and units within an organization
External - distinction between the organization as such and
the environment, is now not as clear cut as it was.
The last aspects is geography, many organizations now do not
have a specific location.
Outsourcing
Obtaining (goods or a service) by contract from an outside
supplier.
Activities such as developing a performance appraisal
system, analysis of the outcome of the process, cultural training and
recruitment and selection can be done by external agencies.
However some decision can only taken by the organization
itself.
Tasks cannot be outsourced – mentoring (a positive facet),
discipline (a negative one), industrial relation, career planning and income
decision.
Alternative Work
Arrangements
Telecommuting (also called as home working or teleworking)
is the most effective and successful methods of alternative work arrangements.
Telecommuting was expected to be the next workplace
revolution in the 1980’s, but more balanced views indicate that the growth of
telecommuting is not match expectations.
Baruch and Nicholson (1997) identified four aspects for
effective telecommuting.
Figure beside depicts four aspects, and indicate perhaps why
telecommuting has not yet grown as much as many futurist forecasted (due to the
overlap needed between the aspects).
Organizational
Developments and Career Systems
The core of this model is the requirement to match
individual and organizational needs/wants and provisions.
Added to this are the concepts of procedural and
distributive justice, as well as the development of relationships (or
psychological contract to use another term) as an end output.
Procedural justice may be defined as the degree to which the
rules and procedures specified by policies are properly followed whenever they
are applied
In the organizational career context procedural justice
concerns the means (rather than ends) of social justice decisions, i.e. the
basis on which career decision are made.
Employees will be willing to accept organizational policies
and practices if these are based on fair procedures.
They value not just being treated with dignity and respect,
but also being provided with adequate information about these procedures.
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