Four Employees Stages in Career Development

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Four Employees Stages in Career Development

Table of Contents

Entry Stage
The Colleague Stage
Counselor Stage
Advisor Stage
Conclusion
References

Employees develop their knowledge, courage, and experiences through working within a profession. Essentially, the development of employees within their professions undergoes various forms of manipulations depending on the level of experiences. Researchers present four stages which employees undergo during their transformation in an organization (Noe, 2010). The four career stages are associated to professional development where the base knowledge is attained and transformed through a process of integration. The employees master the knowledge, become autonomous in decision making, show a passionate association to the work, and become professionals in the subject field eventually. This paper discusses the four stages step-by-step in accordance with their relevance to the management of sports.

Entry Stage

This stage commences when an individual is hired within an organization in such positions as coaches and other trainers. In this stage, the employees are usually dependent on other people in order to understand the process in which an organization functions. Skills are attained as time passes since the employee attains the basic information and culture surrounding their operations. A person gets relevancy of his or her training, becomes creative, shifts from dependency to independency, explores individual dynamics, boosts the prevailing knowledge, and develops a social community around him or her (Oosterhof, 2011). Furthermore, some organizations orient the employees and mentor them in order to facilitate flow of efficacy to all people. Essentially, the entry stage is the most fundamental part in which the employees within the sports management are welcomed to a great community relaying distinct virtues. In perspective, this stage can motivate a new employee to work and achieve certain standards of an organization. Similarly, the employee may be discouraged at this stage when he or she realizes that the working conditions and procedures are unsatisfactory. In sports management, Damico (2009) indicates that there has been reliable development where this stage introduces the employees to a tradition of striving to become winners. This author points out that this aspiration continues to motivates the employees and other people within sports to achieve greatly.

The Colleague Stage

This stage has been approved as a potential level of satisfaction where responsibilities increases as leadership titles expand (Noe, 2010). At this level, people belong to a professional community where ideas are made through participation at equal level of acknowledgement. The individuals contribute to the progress of the group or organization in an independent manner. The professionals develop knowledge, independence, and autonomous features (Stack, 2013). The individuals with this form of complexity demand formal training and proper working conditions. They are able to fight for their rights and criticize actions that do not align with their expectations. They develop expertise, contribute to decision-making, elevate their efficacy, become creative, and develop into a state of interdependency. The organization provides them with the opportunity to improve their specialty. In most cases, these employees are included in the committees, professional associations, sharing of information, counseling, and formation of informative reading materials (Lussier, 2012). Since sporting is areas of recreation, the jovial moments of becoming winners is accompanied by many other benefits where income is attained. The ideas developed by these employees determine how work income arises due to these events. They facilitate the making of a brand that can be applied to earn through sales, marketing, donations, and payments among many other aspects (Ghosh, 2010).

Counselor Stage

The employees become professional with the capabilities to handle formal and informal tasks for the benefit of the organization (Noe, 2010). They are able to develop the organizational goals as well as improve their personal attributes. Essentially, the people in this level are able to hold various professional duties in different organizations (Marcus, Simkin, Rossi, & Pinto, 2010). They have broad-based expertness that enables them to address complex and overlapping issues through proper management. These professionals can counsel other employees and establish coaching relations. Their expansion of knowledge continues to improve at this stage. In sport management, these professionals provide counsel for reliable progress and advise other people in achieving the most reliable outcomes.

Advisor Stage

This stage of professional complexity shapes the way an organization can develop. They are experienced with expertise from different field where they have worked. Essentially, these people do not have single titles since they hold managerial and professional qualifications and to guide and relay insight (Mwaanga, 2010). They are at a level where responsibilities are many. This aspect implies that they can influence large population of people. They approve the plans developed in their watch. Essentially, they hold all the experiences attained from the initial entry stage. In this light, they are counselors and planners who influence the sole existence of other workers.

Conclusion

Employees are segmented depending on their integration to the organizational setting. The development commences once an employee is hired until he or she becomes an acknowledged advisor. The stages involve intensive learning and attainment of knowledge. The working strengths and capabilities to handle responsibilities increases as the employee work within an organization. This form of employee development is a key reason why sports management retains employees within their organization. Essentially, these employees hold the secrets of management within the subject organization in sports.

References

Damico, R. (2009). Management of Sports Development. European Sport Management Quarterly, 23(56), 345-347.

Ghosh, I. (2010). Marketing in sports: A tool for developing sports. British Journal of Sports Medicine, 7(4), 80-81.

Lussier, R. (2012). Applied sport management skills (2nd ed.). New Delhi: Palgrave Macmillan.

Marcus, B., Simkin, L., Rossi, J., & Pinto, B. (2010). Longitudinal Shifts in Employees Stages and Processes of Exercise Behavior Change. American Journal of Health Promotion, 6(15), 195-200.

Mwaanga, O. (2010). Management of Sports Development. Managing Leisure, 16(26), 315-317.

Noe, R. (2010). Employee training and development (5th ed.). New York: McGraw-Hill Irwin.

Oosterhof, A. (2011). How different types of knowledge are assessed. Effectively assessing different types of knowledge , 5(4), 3-9.

Stack, L. (2013). Leadership strategies for the four stages of change moving your employees to commitment. Highlands Ranch, Colo.: Productivity Pro.

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