Organizational career planning and management techniques and activities in use in high‐tech organizations

Abstract

Summarizes a study that consisted of an empirical analysis of organizational career planning and management techniques ‐ activities, programmes and processes that are part of the human resource management role. Focuses on the actual use of these techniques and their evaluation by management and employees in 60 high‐technology organizations in Israel and the UK. The findings illustrate the applications of these techniques, their perceived quality and their estimated necessity. Presents an analysis ofthe management perceptions and employees’ attitudes towards the various techniques. Reports findings which indicate the actual use of the career development techniques and reveal problems of organizational communication.