Career and Personnel Development development has been his emphasis on the importance of the development of self-concept.

Human Resource and Personnel Administration As such, career development is lifelong.

Mhd. Faheem M. Aliuden, Ph.D, C.E.
Reported by: Bai Nor-Aine Accoy, CPA Super developed the theories and work of colleague Eli Ginzberg. Super felt that Ginzberg’s
July 20, 2019 work had weaknesses, which he wanted to address. Super Extended Ginzberg’s work on life
and career development stages from three to five and included different sub-stages.
Career Development Basics
Ginzberg’s Career Development Theory
Career Development generally refers to personal efforts by an employee to learn and Ginzberg is an economist who received a grant from Columbia University that allowed him
develop new skills that he can use to earn more income, gain promotions and change to study occupational choice. He developed the theory of career development in 1951.
careers. Stage 1: Fantasy Stage Childhood -Playful imitation
through Age -Child play
Career Development programs place more emphasis on opportunities for employees to 11 -Roleplaying
improve themselves to reach personal career goals. Companies that offer development
opportunities place a higher emphasis on employee retention. The general belief is that if During this stage, children tend to pretend
you can motivate employees to improve their knowledge and skills, the company ultimately to be fireman, doctors, teachers, police
benefits. officers.

Career development Benefits This stage leads into the kids imitating
work.
Career Development ideally benefits both the employee and the company. When Stage 2: Tentative Stage Adolescence -Becoming aware of what you like
companies offer training and paid education assistance, employees learn skills that help through age -Characterized by interests
them advance in their careers. This helps the employee make more money and gain 17 -Skills, abilities and talents
confidence in his ability to do the job. -What are you good at?
- Values what is important to you
Companies benefit when employees enhance their career capabilities because they gain -Self-reliance and awareness of occupations
promotable employees. Sponsoring employee career growth can also help a company foster -Better understanding for the preparation
more loyalty from its top employees. and training for careers.
Stage 3: Realistic Stage Adulthood -When an actual career begins to emerge
Donald Super’s Career Development Theory -Pragmatic decisions
Developmental self-concept -Alternative paths are established
-Back-up plans are formed
Dr. Donald E. Super was born on July 10, 1910, in Honolulu, Hawaii. His parents were Paul -Individuals begin to understand their
and Margaret Louise (Stump) from Missouri. Super received his Doctorate of Science degree primary career choice
from Oxford University. -Exploration-Explore college or formal
training
Donald Super's career model is based on the belief that self-concept changes over time and -Crystallization- commit to certain type of
develops as a result of experience. One of Donald Super's greatest contributions to career work
-Specification-specialize in grad school or
specific job
Five life and career development stages
Stage 1: Growth Age 0-14 Development of self-
concept, attitudes, needs
and general world of work.
Stage 2: Exploration Age 15-24 “Trying out” through classes,
work experience, hobbies.
Tentative choice and skill
development.
Stage 3: Establishment Age 25-44 Entry-level skill building and
stabilization through work
experience.
Stage 4:Maintenance Age 45-64 Continual adjustment
process to improve position
Stage 5: Decline Age 65+ Reduced output, prepare for
retirement
Developmental Tasks at different life stages
Super argues that occupational preferences and competencies, along with an individual’s
life situations all change with time and experience. Super developed the concept of
vocational maturity, which may or may not correspond to chronological age: people cycle
through each of these stages when they go through career transitions.
Employee/Personnel Development Basics
Personnel Development typically refers to a company’s efforts to train and develop an
employee for internal benefits.
Companies often realize that investing in the development of key employees helps improve
the overall competence of the organization. When an employee learns skills and
responsibilities, he becomes better equipped to take on higher-level work and leadership
roles in the future. Mentoring programs, manager-training programs and departmental
workshops are examples of employee-development activities.
Employee Development typically works best when human resources promotes and supports
a culture that rewards employees who deliver and learn new skills.
Employee/Personnel Development Benefits
For companies to improve, employees at each level of the organization have to improve.
Employee development is a way for a company to develop future leaders internally rather
than having to go outside the company to hire supervisors. This means that leaders at each
level are more familiar with the company and are more ingrained with its culture.

Stages In adolescence In early In middle In late Committed employees who have been internally nurtured also tend to serve customers
adulthood adulthood adulthood more effectively because of established relationships and company knowledge.

Decline Giving less time Reducing sports Focusing on Reducing Executive Order No. 292
to hobbies participation essentials working hours The Revised Administrative Code of 1987 on the Civil Service Commission
Maintenance Verifying Making Holding one’s Keeping what
current occupational own against one enjoys Sec. 30. Career and Personnel Development—The development and retention of a
occupational position secure competition competent and efficient work force in the public service is a primary concern of
choice government. It shall be the policy of the government that a continuing program of career
Establishment Getting started Setting down in Developing new Doing things and personnel development be established for all government employees at all levels. An
in a chosen fielda suitable skills one has wanted integrated national plan for career and personnel development shall serve as the basis for
position to do all career and personnel development activities in the government.
Exploration Learning more Finding desired Identifying new Finding a good
about opportunity tasks to work on retirement Sec. 31. Career and Personnel Development Plans—Each department or agency shall
opportunities place prepare a career and personnel development plan which shall be integrated into a national
Growth Developing Learning to Accepting Developing and plan by the Commission. Such career and personnel development plans which shall include
realistic self- relate to one’s own valuing roles the provisions on:
concept others limitations
 a) merit promotions,
b) performance evaluation,
c) in-service training including overseas and local scholarships and training grants,
d) job rotation,
e) suggestions and incentive award systems
and such other provisions for employees’ health, welfare, counseling, recreation and similar
services.
Sec. 32. Merit Promotion Plans—Each department or agency shall establish merit
promotion plans which shall be administered in accordance with the provisions of the Civil
Service Law and the rules, regulations and standards to be promulgated by the Commission.
Such plans shall include provisions for a definite screening process, which may include tests
of fitness in accordance with standards and guidelines set by the Commission. Promotion
Boards may be organized subject to criteria drawn by the Commission.
Sec. 33. Performance Evaluation System—There shall be established a performance
evaluation system, which shall be administered in accordance with rules, regulations and
standards, promulgated by the Commission for all officers and employees in the career
service. Such performance evaluation system shall be administered in such manner as to
continually foster the improvement of individual employee efficiency and organizational
effectiveness.
Each department or agency may, after consultation with the Commission, establish and use
one or more performance evaluation plans appropriate to the various groups of positions in
the department or agency concerned. No performance evaluation shall be given, or used as
a basis for personnel action, except under an approved performance evaluation plan:
Provided, that each employee shall be informed periodically by his supervisor of his
performance evaluation.
Sec. 34. Responsibility for Training—The Commission shall be responsible for the
coordination and integration of a continuing program of personnel development for all
government personnel in the first and second levels.
Central staff agencies and specialized institutes shall conduct continuing centralized training
for staff specialists from the different agencies. However, in those cases where there is
sufficient number of participants to warrant training of department or agency or local
government levels such central staff agencies and specialized institutes shall render the
necessary assistance, and consultative services.
To avoid duplication of effort and overlapping of training functions, the following functional
responsibilities are assigned:
(1) Public and private colleges and universities and similar institutions shall be
encouraged to organize and carry out continuing programs of executive
development.
(2) The Commission, the Commission on Audit, the Department of Budget and
Management, the General Services Administration, and other central staff agencies
shall conduct centralized training and assist in the training program of the
Departments or agencies along their respective functional areas of specialization.
(3) In coordination with the Commission, the Department of Local Government and
Community Development shall undertake local government training programs.
(4) In coordination with the Commission, each department or agency, province or city
shall establish, maintain and promote a systematic plan of action for personnel
training at all levels in accordance with standards laid down by the Commission. It
shall maintain appropriate training staffs and make full use of available training
facilities.
Whenever it deems it necessary, the Commission shall take the initiative in
undertaking programs for personnel development.
Sec. 35. Employee Suggestions and Incentive Award System—There shall be established a
government-wide employee suggestions and incentive awards system which shall be
administered under such rules, regulations, and standards as may be promulgated by the
Commission.
In accordance with the rules, regulations, and standards promulgated by the Commission
the President or the head of each department or agency Is authorized to incur whatever
necessary expenses involved in the honorary recognition of subordinate officers and
employees of the government who by their suggestions, inventions, superior
accomplishment, and other personal efforts contribute to the efficiency, economy, or other
improvement of government operations, or who perform such other extraordinary acts or
services in the public interest in connection with, or in relation to, their official employment.
References:
Executive Order 292, The Revised Administrative Code of 1987 on the Civil Service
Commission
https://work.chron.com
https://careers.govt.nz