Four Employees Stages in Career Development

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Employees acquire their skills, knowledge and experience through their work within their profession. In essence, the growth of workers within their fields can be manipulated in a variety of ways dependent on their level of their experience. Researchers outline four stages that employees go through during their transition within an company (Noe & Co., 2010). The four stages of a career are linked to professional growth when the foundational knowledge is acquired and transformed through integration. The workers master the skills they acquire, are independent in their decision-making and show a fervent commitment with their job and eventually become experts in their field eventually. This article outlines the four phases step-by-step line with their importance to managing sports.

Entry Stage

This phase begins when a person is hired in an organization, and is placed in posts as coaches and trainers. At this point, employees typically depend on others to learn about how the organization operates. The skills are developed with time, as employees acquire the fundamental knowledge and the culture that surrounds their work. The person gains the relevance of their education and becomes more creative. He or she shifts from dependence to independence examines personal patterns, expands their knowledge, and creates an intimate social network around them (Oosterhof 2011). In addition, certain organizations train employees and coach to help facilitate the effectiveness across all individuals. In essence, the beginning stage is the primary section where athletes in the management are welcomed into the community and are able to share their unique positive qualities. From a perspective, this phase can inspire a new employee to be productive and to meet the requirements of the organisation. In the same way, an employee could feel discouraged when he or she discovers that conditions of work and the procedures aren’t satisfactory. In the area of sports management Damico (2009) states that there is a steady growth in this area, which introduces employees to a culture of striving to be winners. This writer argues that this goal inspire employees and the other athletes to be successful.

The Colleague Stage

This stage has been deemed as a possibility of satisfaction, where the responsibilities increase as the leadership roles increase (Noe 2010). At this stage, individuals belong to a community of professionals where the ideas are developed by participation at a level of acknowledgment. They help to advance the group or organisation independently. The experts develop their knowledge as well as independence and autonomous characteristics (Stack 2013, 2013). People with this type of complexity need formal training and a safe working environment. They can fight on behalf of their right to be heard and critique the actions of others that don’t align with their standards. They build competence, assist in the decision-making process, increase their effectiveness becoming more imaginative, and eventually, they reach a level of interdependence. The company gives them an opportunity to grow in their area of expertise. Most of the time, these employees are involved in professional associations, committees and sharing of information, counselling, and creation of reading materials that are informative (Lussier 2012). Because sports are a form that are a source of enjoyment, the happy moments of winning are coupled with other advantages that generate income. The strategies that these employees come up with determine how income earned by their work is derived from these occasions. They help in creating an identity that can be used to earn money through marketing, sales donation, payments, and donations in addition to other factors (Ghosh 2010, 2010).

Stage for Counselors

The employees are professional and have the capability to perform formal and informal duties for the benefit of the company (Noe 2010, 2010). They are able to establish the objectives of the company as well as enhance their personal characteristics. The people at this class can perform a variety of tasks in various organisations (Marcus, Simkin, Rossi and Pinto 2010). They are experts with a broad range of expertise which allows them to tackle difficult and complex issues using appropriate management. They are able to advise others and establish coaching relationships. Their knowledge is continuing to grow at this point. In the field of sport management experts provide guidance for a steady progress and help others on how to achieve the best results.

Stage Advisor

This level of complexity in the professional world determines how an organization develops. They are experts from various fields in which they have been employed. In essence, they don’t have a single title as they possess professional and managerial qualifications as well as to give direction and share information (Mwaanga 2010). They’re at a position with responsibilities that are multiple. This implies that they have the power to influence a large number of people. They can approve plans created under their supervision. In essence, they are the holders of all of the knowledge gained from the first entry point. In this way they function as planners and counselors who affect the existence of all others.

Conclusion

Employees are classified according to their integration into the organizational environment. The process begins once an employee is hired and continues until they become an established advisor. The stages require a great deal of study and the acquisition of expertise. The abilities and strengths to take on responsibilities grow when employees work in an company. This kind of employee development is the main reason managers of sports retain employees within their own organization. They are, in essence, the secrets of managing within the organization that they work for within sports.

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