Mdm Mak Case Study

770 Words 4 Pages
5. Career journey, age 26-56
At 26 years old, Singapore Institute of Personnel Management decided to commercialise and set up their own business. Mdm Mak was asked to join them as she had experience in their administrative work and she agreed. I believe that it was a wise and critical decision, as she had interest in HR and pursuing it would be beneficial to her career in the long run. Mitchell et al, (1999); Krumboltz & Levin, (2004) theory on happenstance supports this view and suggests that individuals can benefit from unplanned events that occur. They go on to explain that it should stimulate learning, create open mindedness and create satisfaction instead of relying on making decisions. During her time here, she realised that she has
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At age 32, she joined a company called Chubb Singapore with the hopes of future career prospects, settling down, stabilising herself in the HR field and earning better salary. There were a few driving factors as to why Mdm Mak stayed in this company for 16 years. Firstly, it was due to talent matching (Parsons, 1908); Chubb Singapore was in need of individuals with HR knowledge such as labour law and payroll matters. Mdm Mak, being well versed with these, fits the requirements of the job scope. Secondly, Roberts (1984) explains that determinant like distance to work was also a factor in job choices. Mdm Mak, who now has two toddlers at home, wanted her office to be near her home in case of emergencies. Thirdly, hygiene and motivating factors (Herzberg, 1966) were satisfied. Hygiene factors include: salary, company policies, working conditions, etc. While motivators include: responsibilities, personal achievement, personal growth, opportunity to advance, etc. Here, Mdm Mak was promoted to HR executive in 5-6 years and was also given the chance to learn leadership skills. Furthermore, she was sponsored to take up her Diploma in HR Management, thus leading to high job satisfaction. Lastly, Mdm Mak’s job choice could also be linked to self-concept, where occupational sex-type, prestige of work and field of work influences her (Gottfredson, 1981). The HR role was usually stereotyped as a female’s job due to its correlation of being social and nurturing (HR Examiner, 2011). She felt proud of her title as she was promoted to HR manager in another 4 years, the first time she was in charge of people. She was also passionate about HR work and its causes, therefore resulting in this job

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