課程介紹
本課程將透過個案研討使學生了解員工職業生涯管理在組織人力資源管理與發展所扮演的功能和運作模式同時本課程將透過生涯發展的實作練習引領學生探索職涯設定目標與擬定職涯發展策略
 
This course provides a number of examples of organizational career management programs that are tied into the overall process of human resource management and development. The course also offers an opportunity for the students to engage in career exploration, career goal setting, and career strategy development, key ingredients in the career management process.
教科書:
Inkson, K., ‎Dries, N., & ‎Arnold, J. (2015). Understanding Careers (Second Edition). Thousand Oaks, CA: SAGE Publications.
課程活動
成績計算:

出席10%
由課代每節點名,請假或遲到15分鐘內,扣學期總分1分,缺課或遲到15分鐘以上皆扣學期總分2分,缺課或請假合計達六次(含)以上,學期總成績以零分計。(請假須到學校系統完成請假為準)

課堂參與 50%
各組每周輪流主持問題與討論,題目即課文內的General Questions,限時30分鐘。報告組若有成員缺席,該缺席學生課堂討論與參與成績以零分計。若被指定組別當周沒有準備或派員上台分享,全組成員學期總成績以零分計。報告組須在報告前一天晚上23:59以前,將General Questions的題目與答案以PPT格式上傳至作業區。下課前由非報告組"每位"同學個別對報告"組"進行同儕評鑑。
 
非報告組針對報告組所提出來的解決方案,提出1.認同之處; 2. 不認同之處; 3.有疑問的地方。並解釋為什麼認同、不認同與疑問。並以組為單位,在下課前30分鐘上傳3張PPT Slides至同一個作業區。由報告組"每位"同學個別對非報告"組"進行評分 (10點量表)。3張PPT包括:
 
  1. 你同意報告組的那些論點,為什麼?
  2. 你不同意報告組的那些論點,為什麼?
  3. 你對報告組的個案解析有什麼疑問?
  • 評分標準 : 該組的報告與討論讓我收獲良多。 1分(非常不同意) - 10分(非常同意)
期末作業40%
個人作業,分二次報告。第一次報告,以3分鐘分享自己的英文版LinkedIn Profile 。第二次報告則上傳自己的LinkedIn Public URL。
 
由同儕進行互評。老師得參考同儕評分結果決定給分。評分標準: 如果你是決策者,同意給他機會的傾向: 1分(非常不同意)-10分(非常同意)。

加分項: 課代因協助課務,學期總分加5分。經加分後,若學期總分超過100分,以100分計算。
 
其它規定: 上課中若非經老師指示或下課外,不得使用社交媒體或即時通訊 (例如: Facebook, Instagram, Twiter, 微博, Line, Wechat, WhatsAPP等),亦不得在上課打瞌睡、不參與討論或任何影響其他同學上課氣氛的行為,老師有權請違反規定的同學立刻離開教室,該堂3節課視同未出席
  • 1.
    Why LinkedIn Matters (9/18)
    Why LinkedIn matters to you career?
    This session will be counducted by the teacher. 
     
    Note: 請帶自己的筆電來上課,有練習要做
  • 2.
    Careers as Cycles (9/25)

    The objectives of this chapter are:

    •    to consider whether contemporary careers can helpfully be described as a series of stages and, if so, what characterizes each one

    •    to compare and contrast some influential stage theories

    •    to explore how career dynamics change with increasing age, and the implications of this

    •    to focus on landmark moments in a career, specifically starting work, mid-career issues and retirement.

  • 3.
    Careers as Action (10/2)

    The objectives of this chapter are:

    •    to explain what personal agency is and how it is related to career development

    •    to describe and evaluate five theories of career development: social learning theory of career choice, social cognitive career theory, career construction theory, contextual action theory, and protean career theory

    •    to help audiences formulate their own personal definition of career success

    •    to enable audiences to understand the dynamics behind career inaction and its possible consequences.

  • 4.
    Careers as Fit (10/9)

    The objectives of this chapter are:

    •    to consider the concept of fit between person and work environment, and which aspects of each are important in the fitting process

    •    to describe and evaluate three theories of fit, and the practical tools they have produced to help people find jobs and careers that suit them

    •    to place these theories in the broader context of person–environment fit research

    •    to identify ways in which the fit between person and job or career can change over time, and how this happens

    •    to examine how career decisions are made on the basis of fit.

  • 5.
    Careers as Journeys (10/16)

    The objectives of this chapter are:

    •    to consider careers from the perspective of the most common career metaphor of all – the journey – including such journey characteristics as destination, direction, ascent and routes

    •    to examine the implications of different types of career journey, particularly occupational careers and organizational careers, and the idea that careers can usefully be divided into journey ‘types’

    •    to critically assess the popular theory that career journeys are increasingly ‘boundaryless’, and to consider how career journeys are disrupted by marginalization and interruption

    •    to consider the growing internationalization of careers.

  • 6.
    Careers as Roles (10/23)

    The objectives of this chapter are:

    •    to consider careers as a series of transitions between roles, both inside and outside of the work domain

    •    to describe a model of four stages people typically go through during role transitions

    •    to consider the different levels of identity that affect the roles people experience throughout their careers: personal identity, social identity and, more specifically, the potential self, the ideal self, the feared self, the ought-to-self, the reflected best-self and the alternative self

    •    to introduce the subject of reference groups and role models in relation to careers

    •    to understand the different potential sources of role conflict, for instance imbalances between work and private life, and to list some of the individual and organizational strategies through which role conflict can be resolved.

  • 7.
    Careers as Relationships (10/30)

    The objectives of this chapter are:

    •    to consider careers as ongoing and developing sets of relationships with other people

    •    to consider the different levels of intensity and complexity in relationships affecting careers, including social encounters and impression management, relationships, networks and communities

    •    to understand some of the characteristics of social networks, including their basis in interactions, the possibility of active ‘networking’ to create and sustain them, their mirroring of social structure, and their continuity, reciprocity, enhancement of reputation and serendipity

    •    to show how the following concepts can help us to understand how careers work and can help us to develop better careers: social capital, concentrated versus diverse networks, individualist versus collectivist cultures

    •    to introduce the subject of mentorship in relation to careers

    •    to reinforce that although the complexity of careers and the differences between different career settings mean that it is hard to establish principles of social relationships that will be effective for all careers, nevertheless social activity mediates all careers in some way.

  • 8.
    Guest Speaking A (11/6)
    萬惡的人力資源主管
    • 9.
      Board Game Learning (11/13)
      TBD
      • 10.
        Careers as Resources (11/20)

        The objectives of this chapter are:

        •    to consider the concept of career capital, and how different forms of career capital (human capital, social capital, political capital, cultural capital) are important in the career development process

        •    to describe and evaluate the theory of the resource-based view of the firm, and how it has influenced human resource management (HRM) practices and careers in organizations

        •    to identify ways in which organizations are resources to individuals’ careers, using concepts such as the boundaryless career, careerism and impression management

        •    to identify ways in which people can develop different career competencies (knowing why, knowing how and knowing whom), transferable skills and employability resources

        •    to examine how the exchange relationship between employees and their organizations is continually negotiated in the form of ‘psychological contracting’.

      • 11.
        Career Self-Management (11/27)

        The objectives of this chapter are:

        •    to provide a framework for the practice of career self-management (CSM), based on the theories and metaphors covered in this book

        •    to show that effective CSM is a planned, rational, continuous process including research, goal setting, strategy, feedback and control, but that the career actor also needs the ability to adjust the plan according to contextual forces

        •    to show how specific skills, particularly self-assessment, information gathering, decision making, adaptability, networking, job hunting and use of social media can assist the CSM process

        •    to assist you, the reader, to plan and manage your career more effectively, to acquire additional CSM skills and to guide you to appropriate additional sources of information.

      • 12.
        Career Counseling and Helping (12/4)

        The objectives of this chapter are:

        •    to describe what career counseling is and the forms it can take

        •    to show how the metaphors of career discussed in this book find expression in career counseling

        •    to enable readers to understand what they might get and how they might benefit if they seek career counseling

        •    to show readers some ways of helping others with their career development.

      • 13.
        Organizational Career Management (12/11)

        The objectives of this chapter are:

        •    to examine how organizations play a role in managing the careers of career actors within them

        •    to describe and examine the Organizational Career Management (OCM) policies and practices that can be implemented in organizations

        •    to show how the career metaphors explored in this book find expression in OCM

        •    to show how individual career actors can use OCM to aid their career self-management (CSM)

        •    to consider, via a case example, things that can go well and badly in OCM

        •    to assist readers who are (or will be) responsible for OCM to design and manage it effectively.

      • 14.
        Guest Speaking B (12/18)
        HTC 人力資源學習發展處 處長
        • 15.
          Final Presentation (12/25; 1/8)
          12/25: Oral Presentation
          1/8: Upload your Vedio Resume or post your LinkedIn URL