WORK DESIGN AND ENVIRONMENT
The work design and environment structure is one where individuals are active agents in their own career development. The career process is one which insists that we each construct self-images such as vocational identity that influence their responses to jobs and the work environment as the self-understanding is developmental in nature as it changes over time in somewhat regular patterns working people share and it is rooted in intrinsic motives like for instance, curiosity, achievement that help guide their work choices and career development within the workforce. (, 1991) The consequences of job simplification adheres valuable process within various job designs and functions every sector can offer as certain aspects of job design are affected like in terms of self-coordination and career ways of an individual as he should be equipped with right values and attitudes needed in examining inner originating motives that define the framework of work conditions. There has address work and personality from the perspective of intrinsic satisfaction, a view of vocational identity that focuses on the unique contribution to whatever organization or work a person will have to do that is grounded in being a responsible self, choosing which skills, knowledge and abilities he wants to assemble into a sound understanding of job roles and responsibilities. (, 1991)
What a person needs to be seeking is employment security based on life-long learning of new skills consistent with our career motivation as well as the need to develop job search expertise like networking skills which will help him move relatively easily from job to job and the critical new competencies in the boundaryless career within the combination of skills, evolving self understanding, and renewal of such competency that allows him to maneuver in the new economy. ( and , 1986) The job-relevant skill set, mobility constraints and his network of contacts interact with structural characteristics such as vacancy-driven opportunity boundaries, economic factors, and a person’s social container in order to create careers. The work environment and job specifics asks each of the person to devlop skills which permit self-management and vendor-orientation and acting as if you have an ownership stake in the business at hand. Furthermore, every individual is in the business of being herself: her competencies and commitments, her knowledge of the organization’s product and work, her experience at coordinating her work with that of others inside and outside the organization and finally her ability to motivate herself to do what needs to be done. The design and simplification is very picture of freedom yet many workers view freedom as synonymous with insecurity and be able to compete effectively. Thus, worries about job simplification and its vulnerability and how to guard against it dominate career planning discussions which not long ago focused on shaping the work identity which was consistent with the person’s wisest self. ( and , 1986)
For adults who somehow managed to survive into adulthood with certain approaches in place, there are fewer and fewer employers willing to provide the kind of security and career development structure that people at this stage feel is necessary. Most companies want you to be an entrepreneur in managing your own career development. ( and , 1991) They want adaptable specialists who can move quickly from one area to another as companies try to respond to rapid changes in the economy and in market demands. The information explosion has evaporated inflexible expertise. As one deals with the anger and disillusionment aroused by the discovery that career development is not as simple as one thought, there is a crisis in identity. The need for priorities creates the foundation for the first big cognitive flip, the first big reorganization of the pattern of individual perceptions: who will author the list of priorities him or the authorities he rely on in his life? ( and , 1991) Who is in control of his mind? Who is exploiting him because of mimicry of the stereotype of a career, my lack of awareness that he is earning good in life? People learn that in most job designs and functions, they have to secure influence about the work status and authority. ( and , 1991) Thus, learning that colleagues often act out of base and selfish motives and that some people are predatory in terms of vocation, sex and emotions. Aside, learning that some people get bored and like to create trouble just to see what will happen regardless of the cost to other people and their productivity. The ideal learning that individuals must continue to grow in their abilities and that growth usually arises from meeting new work challenges as it will promote growth in his job career. (, 1983)
The professional self follows the same rules. The more we get invested in a particular definition of our self the easier it is for someone to stick a pin in the balloon. The treasury of human knowledge now includes the understanding that reality is created as we try to comprehend it. (, 1983) The can be uncertainty principle which describes the logical impossibility of determining simultaneously both the position and the velocity of a given atomic particle, was only the first tremor in what has become a devastating earthquake for physical science. Much of life is spent resolving paradoxes: taking control while letting go, getting the person out of their way, and finding out the truth that is imparted from within. (, 1983) In work environment, whatever work that may be, people are always moving towards their natural responsibility for creating the work they do for modifying and adapting and redefining the standard forms of employment to simply their job process and vocation. ( and , 1991) The role in life is to recognize possible options and when people cannot see options, to create them. They intend to identify the places where growth can occur for ourselves and then we foster that growth toward a more comprehensive vision of who we are in the world. Aside, new techniques in individual and group counseling, assessment procedures, and career resources increasingly are being used. Most important, career development is being recognized as a lifelong process within work and job plans of action and individualized career development plans are becoming important instruments that people were using to help the clients meet their changing goals, interests and needs in the fast-paced, rapidly changing society. ( and , 1991)
There is then, the description of the nature of one’s experiences and activities is critical and should reflect a clear understanding of the roles and responsibilities an individual has had. It is equally critical to translate these experiences into their component competencies. ( and , 1990) The translation process requires users to explore their experiences deeply and to recognize the skills, attitudes, knowledge and competencies they have earned. The process of work exploration and job recognition requires the value of simplifying motives and roles of a work leader, who may be a manager or a head staff. Furthermore, the process of translating experiences into skills, attitudes and knowledge enables the individual to learn more about their effectiveness in the workforce mingling within complex work situations that may encounter. ( and , 1990)
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REFERENCES
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