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“I love my job”, “I hate my job”, “I wish I had a better job”, and “I am not comfortable in my present place of work” are some of the things people say about their current jobs (Black, Wright & Davies, 2011). Besides the struggling lot which would settle for any job, professional people with a correct choice of careers struggle with various types of problems when trying to make it in their places of work. Consider management from the highest rank of CEOs and CFOs to the lower rank of employee or any for-profit organization. From CEOs to junior employees of these organizations, each of them besides the salary he may be getting from the job thrives to be comfortable to work in that organization. This paper investigates on some of the models that get the professional humans thrive through the unpredictable nature of today’s jobs and careers.

The human resource management is one of the most important departments of any organization for it is responsible for the motivation of employees in terms of output and leadership. Output is the returns realized after an input has been installed into some kind of work, teamwork, and initiative. The inputs involved to result in an output are not always physical or fiscal, but sometimes psychological. For employees of an organization, motivation and innovation are psychological components that drive success through clear and logical thinking. The work of the human resource is to train and develop a sense of belonging for employees, as well as maximize their output levels.

Gainsharing is a model of management that allows employees of an organization to get salary bonuses by maximizing on their output to cut on production cost. As a way of motivating employees to work harder to the benefit of the organization and themselves, Gain sharing assists in drawing a sense of belonging of the employee to the organization, hence improving performance. As drivers of success for the professional human, Gain sharing and the overall role of the Human Resource Management will be the fountains of this research paper, as we investigate the sources and drivers of motivation for the professional human.

Career Choices

There are three components and the most important in the choosing of a career from the time of studying to the time of choosing the right place to work. There is the economic component of choosing a career that seeks to satisfy the basic needs and wants of the human. Secondly, there is the social component of career choice that determines the level of interaction and transfer of social attributes from a different group and back. Lastly, there is the psychological aspect that connects the economic component, the social component, and other related and unrelated issues together. The psychological aspect defines the level of comfort one is getting to achieve social and economic gains. The interaction between management and employees depends highly on the psychological component for the benefit of learning, dealing, and living with various forms of challenges involved in the work place (Black, Wright & Davies, 2011).

The choice of career one settles for does not predict his/her relation with the management or the supervisors, but it defines the social class one seeks to develop. Medicine and Marketing are two distinct fields that can satisfy anyone’s needs as long as they have the interest and motivation for it. Professionally, career choice is a liking that is drawn from within oneself, but motivated from the outside in terms of what contribution one is expected to give in relation to the ability to giving it. Sometimes, it is a choice if one is the leader and drafts policies to meet his/her dreams, otherwise, this is done when one works under supervision and management. One can choose a career, but would not control the management, unless he supervises the management. For this case, career choice is the beginning point for management, but with a minute effect on the operations of the management.

Work-Life Balance

People from all departments and types of jobs complain that their work is wearing them off. Besides management and the role played by the Human Resource Department of every company, individuals are required to manage their lives in terms of time, diet, and exercise among other things. However, many people do not distinguish working hours from resting and recreational hours and this tends to confuse them even more, therefore, taking their level of output down. Considering training and development, which thrives to make individuals of groups of employees as productive as possible, the inability to separate work from life plays the role of diminishing their morale towards the job and responsibilities as a whole.

As far as management and employees keep interacting so often in the work place, the level of motivation cannot be told or appraised in different settings, other than the productivity of that individual and the level of innovation (Black, Wright & Davies, 2011). The only problem that management faces in this era is the issue of predicting the rate of keeping up the good work of employees and keeping them focused towards the objectives and goals of the organization. Work-life balance is an essential factor that assists employees to focus on one thing at a time with full attention drawn to it. This way, the problems management faces can be taken care of from within, without the necessity of their involvement.

Before a professional embarks on the journey to attain his/her career goals, work-life balance is an essential they should know and appraise on how they will achieve it (Belcher, 2008). Time is of essence when doing this and it is through good time management that one would finish the work during the office hours and take care of domestic issues after the work day. This way, conflicts between office work and general life will not occur and interruptions will be avoided.

Training and Development

Training and development is the work of the Human resource management that utilizes leadership skills to foster a better workforce in the place of work. It thrives to give the employees a sense of belonging, as well as maximize their levels of output through training them to mater different pieces of machinery, their operations, and developing them to be leaders. As easy as the definition sounds, attaining a productive workforce for any organization does not only involve showing employees what to do and how to do it, but enlightening to them the importance of discipline and upholding the ethics of the organization.

In training and development, there are two possible encounters that management is likely to come across, these include a group which is willing to learn and another one that does not see the need considering the entries on their resumes. These two lots sort themselves according to the type of goals they have considering the job and what benefits they tend to get from the jobs. The former group seeks to be successful in order to attain a consistent growth rate in terms of salary increments, getting higher positions, and meeting their social, economic, and psychological needs. The latter group, on the other hand, as much as it is in the professional level of careers, possibilities are so high that it may not attain the professional stature.

Distinguishing the two groups for a better understanding, training and development consumes and affects the psychological aspects of the employees. In this case, one driver for the professional human is the rate at which they learn combined with their willingness to learn. The professional human uses the job as a tool for attaining peace of mind rather than a source of money to pay bills within a routine of 9am to 5pm basis. With the willingness and a good rate of learning, the professional human takes the job and all responsibilities as a platform for attaining knowledge for both, innovations and logical decision-making processes (Belcher, 2008). Training and development connects with career choice and work-life balance through the objectives of attaining more than just the salary to pay bills or finding something to do instead of idling around. The right career choice will lead one working with passion in what he/she does, while balancing work and life; in such way, one attains a level of recognizing time as resource; this aids in training and progress through developing of an open mind.

Gainsharing Programs

Gainsharing programs are management models the aim of which is to cut on production cost through labor-intensive mechanisms. To the employee, Gainsharing programs help them in putting their time in a better use while, at the same time, expanding their margin of salary. For the organization or the company in question, Gainsharing helps to reduce the amount spend on production while, at the same time, training the employees to work harder for better pay (Berger, & Berger, 2010). Following these two examples, Gainsharing programs are the ways of benefiting the organization while improving the performance of the employees, with a better pay resulting in return.

Gainsharing programs are used by different organizations that consider production cost a cause of fewer profits as a way to improve their stability, as well as erasing the possibility of incurring losses. Besides the reasons for application of these programs by the organizations, it is a source of motivation a company gives to its employees. In this case, the nature and type of motivation play a significant role in driving the performance of the professional human.

Hospitals, production companies, fast food restaurants, courier service organizations, health, and telecommunications organizations have used these programs to foster for a better general performance (Berger & Berger, 2010). Yellow Bus Company (Later renamed to Stage Coach): Because of regular and unsustainable losses at the margin of tens of millions per week, the Yellow Bus Company sought to apply the Gainsharing Program in 1998. A recap on the cause of the losses was due to mismanagement of funds and increased labor cost. After the implementation of the Gainsharing Program, a considerable cut on the cost of service delivery was achieved, therefore, reversing the losses the Company had incurred. Barry Turley, the CEO at that time, assessed the effectiveness of the program and decided to apply it in all branches and affiliated companies. As a result, the program helped to reduce the cost of labor while it boosted the output of individual employees. With minimum cost of labor and maximum production of services, Yellow Bus Company overturned the previous trend of incurring losses to accruing profits. Comparing the losses Yellow Bus Company was incurring and the value it was sold for to Stagecoach of over $100,000,000, it is evident that Gainsharing Program was successful for the companies, well as the employees (Black, Wright & Davies, 2011, pp. 53-55).

Sources of Motivation for the Professional Human

In the corporate world, motivation is attained through having a purpose to work and bond with the working place for. Many people have been quoted complaining about management, their bosses, or certain clauses of the workplace policies (Hale, 2006). As lenient as these people would like their organizations to be on them, it is almost impossible to attain a zone to do what they want whenever they want. Considering preferences and tastes of different people, a company’s policy will reflect on a middle ground for everyone to fit in. A policy that depicts equity in the workplace drives professional people to feel comfortable in their respective positions. Logically, there are two types of managements in many leadership settings; there is the authoritative management and the logical management. Besides organizations, there are forms of operations that fit in the career list that make use of management, and these involve the military and the armed forces. In this case, considering the nature of activities such groups are associated with, authoritative management requires commanders with experience to give orders as fit for operations (Hale, 2006). However, lieutenants who depart with different sections for missions have to give orders logically, depending on the necessity of action at different points (Ray, 2011).

The military example can be applied in for-profit organizations, where CEOs would give commands to senior managers for the undertaking of different projects and completion of various departmental works. As a form of honoring the code of ethics of the organization, senior managers adapt an appropriate way of establishing effective communication to aid in passing orders and assigning different duties to employees appropriately (Hale, 2006). The professional Human is motivated by this in that open communication would lead them to speak out what they can do and what they may not be able to accomplish perfectly. For this case, considerate workplace policies and establishment of effective communication channels are examples of elements that drive professional humans besides obvious salary increments and promotions.

Positive Attitude towards Work

Many companies have definitions for their codes of conduct, where the protection of company secrets is included. Protection of company secrets for a junior employee may not make sense for that level knows very little. However, addressing this issue from the perspective of corporate espionage, the operations of an organization are supposed to be kept a secret for the benefit of competing with rivals effectively. Consider the issue between Samsung and Apple Inc. of design copyright infringement; if the claim was genuine and an employee at Apple Inc. leaked the information to Samsung, then expected iPad II sales would not be realized. In a worse care scenario, it would even be damaging if the organization had applied the Gainsharing program (Berger & Berger, 2010).

To connect career choice with positive attitude towards work is the element of passion for what one wants and has the means to accomplish. Many people, as discussed in the introduction part of this paper, complain of being disgusted with the jobs they currently have. It is through their career choices that they are in these positions of having negative feelings about their jobs. Positive attitude is acquired if one involves him/herself in a dream career, associates career to dream career, or is adapting to challenges of an entirely different career (Belcher, 2008).

Asian Modes of Management

Confucianism is a widely practiced mode of life in the Asian nations, as well as a form of religion to some communities. In the learning fraternity, Confucianism is applied to guide students and teacher on the paths they should follow and teach respectively relative to the modes of governance. Most Asian countries have been exposed to the communist regimes of pre- World War II, as well as authoritative governments. In this case, businesses and organizations are run through the belief and pressure of the governments. Considering the authoritative format of governance of the Chinese, the Chinese have adapted a style of living that puts labor-intensive measures to boost production by fostering hard work (Belcher, 2008).

As Confucius mode goes and taking the Chinese for example, there are numerous family-businesses in China the management and workforce of which comprises of family, as well as other people. In this case, considering the traditions of the Chinese, management, besides some government regulations, follows the footsteps and examples set by former management up the family chain. In this case, management puts a very high priority to family and traditions that have been in play since the founding of the organization. Besides the need for accumulating profits and expanding the organization, management based on family seeks to protect the future of the organization by invoking for hard work from the workforce. The workers, on the other hand, are motivated by the binding traditions of the Chinese. For the Chinese and most of the nations practicing the Confucius management, the relationship between management and employees is more family and tradition-oriented.

Western Modes of Management

In the 1950s, just as many countries were adapting to the damages left by the World War II, industrialization started to take up the technological turn, and new internal relationships were created for doing trade. In the USA, the services of women were not needed in the corporate settings, unless one had very special abilities. Organizational management, steered by the white males, showed distrust in women and embarked on hiring men alone to fill up the most important positions (Hale, 2006). As a mode of management, the women must have accepted the move, for there was very little to be done to rectify this situation. As management is concerned, from the 1960s onwards, women started to follow up on education and political campaigns to embrace, gender sensitivity followed. The move was aimed to foster the restructuring of the corporate mode of recruiting and hiring (Ray, 2011).

As far as the campaigns went, only the Ministry of Labor would give the exact figures on how gender sensitive the corporate world is at the very moment. In a male dominated field, women find themselves in positions that were once defined as ‘a man’s place’. In context to this paper, as a drive for professional human, Human Resource managers are hiring and recruiting a certain percentage of women and men to their organizations. In this case, women are motivated to work as hard as their male counterparts in order to be considerable candidates for promotions. Men, on the other hand, are responding to that by taking technical jobs that require a lot of concentration and high level of technology mastery. In other words, it is a battle of the sexes that is motivating men and women to work hard in their respective positions regarding the notion white males of the 1950s passed across.


Job descriptions are not enough to tell people what is expected of them in terms of responsibility and interacting with colleagues. Understanding the work environment requires for one to give the best of his/her ability while, at the same time, taking moments to learn from those better than he/she is. Through this, growth in terms of ability to solve and adapt to new technologies and policies, would create a sense of binding necessary to drive professional humans towards realization of their goals. The work environment comprises of management and numerous challenges ranging from internal performance rivalry to the implementation of unfavorable policies. Overall, to drive the professional humans in the workplace, right career choices, balancing of work and life, introduction of motivational labor-intensive programs, and effective communication channels between management and employees have to be developed (Black, Wright & Davies, 2011).

Code: Sample20

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